ICGE ------Nur Fakten !!!! - 500 Beiträge pro Seite

[Dr.Spezialist]

Tach,
finde die Threads langsam zu anstrengend, Möge sich die Analysten und Hellseher diesem thread fernhalten.
Hier sollen nur Fakten rein.
Danke!!

[Dr.Spezialist]

Und bitte keine alten Fakten!!!
NLAS VEGAS, Feb 10, 2003 /PRNewswire via COMTEX/ -- CommerceQuest today announced upgraded versions of its three core product offerings: Business Process Integrator, CICS Process Integrator and Data Integrator. In addition to a variety of enhanced features, the integration solutions reside on a common set of modules to enhance interoperability between products. The company made the announcement during the IBM Transaction and Messaging Conference in Las Vegas.

"CommerceQuest is pleased to announce this breakthrough offering for our customers," said Paul Roth, chief technology officer of CommerceQuest. "Our products continue to help companies gain unprecedented access to their mission-critical data for maximum leverage in highly complex environments."

Upgraded versions of the integration products became generally available on January 31, 2003. Samplings of the new features are as follows:



CQ Business Process Integrator 7.0.1
-- Enhanced performance of the Business Process Manager engine on all
supported platforms
-- Addition of the CQ enterprise Command and Control Center (eCCC) to
provide web-based support to view status messages created when
running business processes. The eCCC is supported on Windows and HP-
UX 11.00
CQ CICS Process Integrator 7.0
-- Web service (SOAP), XML Messaging & Object enabling nearly all
resources accessible to CICS
-- High performance XML adaptor and Toolkit for direct use by CICS-
based applications
-- Support for orchestrating multiple CICS programs as a composite
business process or Web service via a native CICS transactional-
based Coordinator
CQ Data Integrator 7.0.1
-- Enhanced OAM (Object Authority Manager) Security for file transfers
-- Increased performance enhancements across the File Transfer Service
-- eCCC support on HP-UX 11.00
-- Netscape 7.0 Support

For more information, please contact [e-mail] or call [phone].

About CommerceQuest ( www.commercequest.com )

CommerceQuest is a leading business process management solutions provider that enables global organizations to leverage their existing IT investments to build and manage new business processes. enableNet Enterprise(TM), CommerceQuest`s component-based platform, allows clients to create faster, more flexible process-driven integration applications. This integration platform is built on a high performance, scalable service-based architecture and provides the foundation for new and future business process components such as Web services. From legacy applications to the Web, CommerceQuest makes large scale, complex business process management work for some of the world`s largest companies, including The Home Depot, Coca-Cola Bottling, Ahold and American Express. Founded in 1991, CommerceQuest Inc. is a privately-held company and a member of Internet Capital Group`s (ICGE, Trade) collaborative network of Partner Companies. The company`s business integration software and services are available throughout the world. For more information, please visit www.CommerceQuest.com .

CONTACT: Claudia Duch of CommerceQuest, [phone], [e-mail] , or Erika Hoeft of Ruder-Finn, [phone], [e-mail]

So mein ich das
und nun kann sich jeder sein eigenes gescheites Bild machen

[der.Hexer]

#2

Kann das jemand mal in Deutsch übersetzen.

Gruss, der Hexer ( bin zu faul zum Übersetzen)

[Posthornschnecke]

nee,du bist einfach zu blöd!

[Kwerdenker]

Hexer

bei der ID braucht man doch keinen Fleiß?????

KD

[der.Hexer]

#4 + #5:

[der.Hexer]

Dr.Spezialist

Hier ein paar charttechnische Fakten :

Nasdaq Composite:

Die Amis haben bald die Schnautze voll von Aktien...

ICGE:

Hier tun sich ein paar Unterstützungen bei 0,36 Euro auf
Zumindest erscheint die ICGE-Aktie optisch billig.

Gruss, der Hexer

[MP1902]

Morgen der Hexer,

Unterstützung bei 0,36€ passend zum US-Chart, alles Hexerei oder

[Kwerdenker]

Die Aktie gewinnt an Dynamik.
ImIsland Orderbuch zeigt sich ein deutlich reduziertes Angebot
bei wachsender Nachfrage.

KD

[der.Hexer]

@Kwerdenker

Wenn man sih die beiden Chartverläufe (Nasdaq + ICGE )anschaut, stellt man fest, dass ICGE in der zweiten Hälfte des Handelsverlauf, den NC deutlich underperformt hat !

Vielleicht zeigt dies auch nur, dass in ICGE keine Shorties unterwegs gewesen sind !

Gruss, der Hexer

[Dr.Spezialist]

MALVERN, Pa., Feb 18, 2003 (BUSINESS WIRE) -- Verticalnet, Inc. (VERT, Trade), a leading provider of Collaborative Supply Chain software, today announced a significant strengthening of its leadership team with the naming of Gene S. Godick to the position of Executive Vice President and CFO and the appointment of John N. Nickolas, managing director with Internet Capital Group, to its Board of Directors and to the role of Chairman of the Audit Committee. Godick previously served as Verticalnet CFO from June 1998 until October 2001, and rejoined the company as a consultant in November at the request of the Board of Directors. The Company also announced that it would release the results of its fourth quarter ended December 31, 2002 on Tuesday March 4th.

"I am pleased to welcome Gene back to Verticalnet and to welcome John onto our board and into the critical role of Audit Committee Chairman," said Nate Lentz, president and CEO of Verticalnet, "Given the current economic environment, it is truly a statement of confidence that Verticalnet is able to attract such qualified individuals into two critical roles. Gene`s decision to join the company full-time is a statement of confidence in the efforts being undertaken by our management team. Having served as a consultant to the company for the past three months, Gene has become intimately familiar with Verticalnet`s business and finances. We believe that Gene`s efforts have already made and will continue to make improvements in both our cost structure and balance sheet."

As CFO of Verticalnet from June 1998 to October 2001, Godick successfully managed the company`s initial public offering in 1999 and subsequent rapid growth. His accomplishments included managing fundraising as well as leading the company`s financial transformation including M&A activities, restructuring, and business unit divestitures. Godick has a strong public accounting and financial reporting background as a senior manager with KPMG and Arthur Andersen and has held the CFO position for two privately held companies in addition to his tenure as CFO of Verticalnet. "I am glad to be back at Verticalnet," said Godick, "I see numerous opportunities to streamline our operations and reduce our cost structure to help weather the current economic climate, and I am excited to work with Nate and the management team to bolster the sales of Verticalnet software and set the company up for future growth."

John Nickolas, managing director of Internet Capital Group, joins Verticalnet`s Board of Directors and will chair the Audit Committee. "John brings a wealth of financial expertise to our board and Audit Committee," said Lentz, "In this environment of heightened responsibility for the audit committee function, Verticalnet and its shareholders are fortunate to have a person of John`s caliber and financial acumen in the role of Audit Committee Chairman. I am looking forward to his contributions, and to working closely with him." Most recently, Nickolas served as a board member and Chief Financial Officer of Logistics.com, and led the successful sale of the company to Manhattan Associates. Prior to joining Internet Capital Group, Mr. Nickolas served in various financial positions with Safeguard Scientifics, Inc. from October 1994 through 1998, most recently as Corporate Controller. Prior to joining Safeguard, Mr. Nickolas was an audit manager for KPMG.

About Verticalnet

Verticalnet (VERT, Trade) is a leading provider of Collaborative Supply Chain Solutions that enable companies and their trading partners to communicate, collaborate and conduct commerce more effectively. With a comprehensive set of Collaborative Supply Chain applications including Spend Management, Strategic Sourcing, Collaborative Planning and Multi-tier Order Management, Verticalnet offers an extensive integrated supply chain solution. Verticalnet`s solutions enable companies to achieve significant cost savings by reducing product costs and inventory levels, and to enhance top-line revenue growth through faster response to customer requirements. For more information about Verticalnet, please visit www.verticalnet.com.

Cautionary Statement Regarding Forward-Looking Information

This announcement contains forward-looking information that involves risks and uncertainties. Such information includes statements about Verticalnet`s expected financial results as well as statements that are preceded by, followed by or include the words "believes," "plans," "intends," "expects," "anticipates," or similar expressions. For such statements, Verticalnet claims the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Factors that could cause actual results to differ from those contained in the forward-looking statements include, but are not limited to, those factors set forth in Verticalnet`s Annual Report on Form 10-K for the period ended December 31, 2001, and its Quarterly Reports on Form 10-Q for the periods ended March 31, 2002, June 30, 2002, and September 30, 2002 which have been filed with the SEC. Verticalnet is making these statements as of February 18, 2003 and assumes no obligation to publicly update or revise any of the forward-looking information in this announcement.

Verticalnet is a registered trademark or a trademark in the United States and other countries of Vert Tech LLC.


Verticalnet, Inc.
David Kaplan, 610/695-2310
[e-mail]

[Dr.Spezialist]

WAYNE, Pa., Feb 20, 2003 /PRNewswire-FirstCall via COMTEX/ -- Internet Capital Group, Inc. (ICGE, Trade) today reported its results for the fourth quarter and fiscal year ended December 31, 2002.

"Helping to guide our partner companies to success and profitability remains the primary and unwavering focus of our resources, energy and attention," said Walter Buckley, ICG`s chairman and CEO. "Despite ongoing challenges within the broader macro environment, our companies have made progress this year toward the important metric of positive cash flow. As we don`t anticipate any immediate respite from the current market challenges, during 2003 we will continue to focus on driving partner company progress and, in turn, stockholder value."

ICG reported consolidated GAAP revenue of $31 million and a net loss of $(40) million, or $(0.15) per share, for the fourth quarter of 2002, representing the revenue of the companies ICG consolidates for financial reporting purposes. This compares to consolidated GAAP revenue of $34 million and a net loss of $(41) million, or $(0.15) per share, for the comparable 2001 period. The 2002 quarter was impacted by gains on the dispositions of Delphion and Logistics.com offset by impairment, compensation and other charges which increased the net loss in an aggregate amount of approximately $15 million. The 2001 quarter was impacted by repurchases of convertible notes offset by impairment and other charges, which decreased the net loss in an aggregate amount of approximately $60 million.

ICG reported consolidated GAAP revenue of $108 million and a net loss for the full year of 2002 of $(102) million compared to consolidated GAAP revenue of $116 million and a net loss of $(2.3) billion for the corresponding 2001 period. The 2001 results were impacted by non-cash impairment charges, goodwill amortization and repurchases of outstanding convertible notes.

Private Core Company Results

In an effort to illustrate macro trends within its private Core partner companies, ICG provides certain total performance measures reflecting 100% of the revenue and EBITDA for these companies. ICG does not own these companies in their entirety, and therefore this information should be considered in that context. Private Core company historical results have been adjusted to reflect the fourth quarter disposition of the assets of Logistics.com, Inc. and Delphion, Inc.

Total revenue for ICG`s private Core companies was $95 million for the quarter, or a 6% increase over total revenue of $90 million during the third quarter of 2002, and a 12% increase over the fourth quarter of 2001. Total private Core company revenue for the full year ended December 31, 2002 was $353 million, up 14% from 2001 revenue of $309 million.

For the quarter, ICG`s private Core companies also reported a total $(1) million EBITDA loss, excluding non-cash and non-recurring items, as compared to a $(9) million EBITDA loss in the third quarter of 2002 and a $(30) million EBITDA loss in the fourth quarter of 2001. For the full year, the private Core companies reported a total $(54) million EBITDA loss as compared to $(222) million EBITDA loss during 2001.

"Although the improvement in EBITDA loss was a satisfying achievement, we did enjoy the benefit of some seasonal factors in the fourth quarter," said Buckley. "Therefore, we would expect a deterioration in EBITDA in the first quarter of 2003."

ICG`s average primary ownership in these private Core companies has increased to 49%, as compared to 44% at the beginning of 2002.

Capital Allocation

In the fourth quarter, ICG deployed $21 million in cash for follow-on activity at partner companies. This included a $16 million investment in ICG Commerce that, along with conversion of a $10 million debt security, increased ICG`s ownership from 56% to 75% on a primary basis. During the same period, the Company realized divestiture proceeds of approximately $23 million, primarily as a result of the dispositions of the assets of Logistics.com and Delphion. After corporate cash S,G&A expense, a semi-annual interest payment and other net costs, the decrease in net liquidity during the quarter was $10 million, resulting in liquidity of $108 million at December 31, 2002 on an ICG corporate basis.

ICG will host a webcast at 10:00am ET today to discuss results. As part of the live webcast for this call, ICG will post a slide presentation to accompany the prepared remarks. To access the webcast and slide presentation go to the ICG website at www.internetcapital.com and click on the investor information tab. Access to the webcast can be obtained by clicking on the icon for the fourth quarter conference call. The conference call is also accessible through listen-only mode at 877-211-0292. The international dial in number is 706-679-0702. The pass code to the call is "Fourth Quarter Earnings."

For those unable to participate in the conference call, a replay will be available beginning February 20, 2003 at 1:00pm ET until February 27, 2003 at 11:59pm ET. The replay number is 800-642-1687 (domestic) and 706-645-9291 (international). The access code is 7928296. The replay and slide presentation can also be accessed on the ICG website at http://www.internetcapital.com/investors/presentations/." target="_blank" rel="nofollow ugc noopener">http://www.internetcapital.com/investors/presentations/.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an Internet company actively engaged in business-to-business e-commerce through a network of partner companies. The Company`s primary goal is to build companies that can obtain number one or number two positions in their respective markets by delivering software and services to help businesses increase efficiency and reduce costs. It provides operational assistance, capital support, industry expertise, and a strategic network of business relationships intended to maximize the long-term market potential of its partner companies. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

The statements contained in this press release that are not historical facts are forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of future performance of our partner companies, acquisitions or dispositions of interests in additional partner companies, additional financing requirements, the effect of economic conditions in the B2B e-commerce market and other uncertainties detailed in the Company`s filings with the Securities and Exchange Commission. These and other factors may cause actual results to differ materially from those projected.



Internet Capital Group, Inc.
Consolidated Statements of Operations
(In thousands, except per share data)
Three Months Ended Twelve Months Ended
December 31, December 31,
2002 2001 2002 2001
(As adjusted)* (As adjusted)*
Revenue $30,715 $33,742 $108,457 $115,651
Operating Expenses
Cost of revenue 16,930 20,123 69,095 84,818
Selling, general and
administrative 25,558 37,308 91,870 244,266
Research and development 5,133 6,503 24,100 43,788
Amortization of goodwill
and intangibles 2,886 20,050 12,000 125,854
Impairment related and
other 1,556 11,264 12,376 851,257
Total operating expenses 52,063 95,248 209,441 1,349,983
(21,348) (61,506) (100,984) (1,234,332)
Other income (loss), net (3,299) 63,170 93,333 (109,795)
Interest income 561 2,503 4,098 17,226
Interest expense (4,618) (9,162) (23,855) (43,001)
Loss before income taxes,
minority interest
and equity loss (28,704) (4,995) (27,408) (1,369,902)
Income taxes (179) 30,034 (179) 12,584
Minority interest 979 8,412 15,438 108,223
Equity loss (18,683) (61,491) (81,114) (1,048,860)
Loss before discontinued
operations and cumulative
effect of change in
accounting principle (46,587) (28,040) (93,263) (2,297,955)
Discontinued operations,
including gain of $10,317
(2002) 6,326 (12,571) (8,956) (32,889)
Cumulative effect of change
in accounting principle -- -- -- (7,886)
Net loss $(40,261) $(40,611) $(102,219) $(2,338,730)
Basic and diluted loss per
share:
Loss before discontinued
operations and cumulative
effect of change in
accounting principle $(0.17) $(0.10) $(0.35) $(8.25)
Discontinued operations 0.02 (0.05) (0.03) (0.12)
Cumulative effect of change
in accounting principle -- -- -- (0.03)
$(0.15) $(0.15) $(0.38) $(8.40)
Shares used in computation of
basic and diluted loss per
share 269,032 278,904 267,998 278,353
* The Company`s ownership in a Core partner company increased from 8% at
December 31, 2001 to 21% at March 31, 2002. In accordance with
Generally Accepted Accounting Principles the Company has adjusted the
prior periods to reflect the impact of a change in accounting for the
Company`s ownership in this company from the cost method of accounting
to the equity method of accounting. The equity loss was increased by
$0.8 million and $9.6 million to reflect the Company`s loss for the
three and twelve months ended December 31, 2001, respectively, as if
this company was accounted for as an equity method company.
Internet Capital Group, Inc.
Supplemental Information - Consolidated Statements of Operations
(In thousands)
Three Months Ended Twelve Months Ended
December 31, December 31,
2002 2001 2002 2001
(As adjusted)* (As adjusted)*
Combined operations of
Private Core Companies:
Revenue $94,805 $84,732 $352,828 $308,808
EBITDA $(1,380) $(29,963) $(53,968) $(221,022)
Net income (loss) $(17,797) $(59,016) $(133,301) $(381,598)
Components of consolidated
net income (loss):
ICG`s share of net loss of
Private Core Companies $(9,854) $(25,137) $(65,920) $(143,036)
ICG`s share of net loss of
Public Core Companies (604) (14,388) (22,240) (208,016)
ICG`s share of net loss of
Emerging and disposed
companies (1,036) (33,308) (19,178) (281,995)
Discontinued operations 6,326 (12,571) (8,956) (32,889)
Corporate general,
administrative and interest
expense, net (17,456) (13,687) (53,527) (75,755)
Other (17,637) 58,480 67,602 (1,597,039)
Net loss $(40,261) $(40,611) $(102,219) $(2,338,730)
* The Company`s ownership in a Core partner company increased from 8% at
December 31, 2001 to 21% at March 31, 2002. In accordance with
Generally Accepted Accounting Principles the Company has adjusted the
prior periods to reflect the impact of a change in accounting for the
Company`s ownership in this company from the cost method of accounting
to the equity method of accounting. The equity loss was increased by
$0.8 million and $9.6 million to reflect the Company`s loss for the
three and twelve months ended December 31, 2001, respectively, as if
this company was accounted for as an equity method company.
Internet Capital Group, Inc.
Condensed Consolidated Balance Sheets
(In thousands)
December 31, December 31,
2002 2001
(As adjusted) *
ASSETS
Cash, cash equivalents and
short-term investments $136,844 $259,067
Other current assets 39,387 41,655
Total current assets 176,231 300,722
Assets of discontinued
operations 5,746 45,444
Ownership interests in and
advances to Partner Companies 71,732 163,137
Goodwill 61,938 55,806
Available-for-sale securities 10,228 17,389
Other assets 40,371 72,549
Total Assets $366,246 $655,047
LIABILITIES AND STOCKHOLDERS` EQUITY
(DEFICIT)
Current liabilities $101,312 $123,447
Liabilities of discontinued
operations 5,296 23,278
Minority interest and other
liabilities 28,170 27,524
Convertible subordinated notes 283,114 446,061
Total Liabilities 417,892 620,310
Stockholders` equity (deficit) (51,646) 34,737
Total Liabilities and
Stockholders` Equity
(Deficit) $366,246 $655,047
*The Company`s ownership in a Core partner company increased from 8% at
December 31, 2001 to 21% at March 31, 2002. In accordance with
Generally Accepted Accounting Principles the Company has adjusted the
prior period to reflect the impact of a change in accounting for the
Company`s ownership in this company from the cost method of accounting
to the equity method of accounting. The decrease of $16.3 million to
stockholders` equity reflects the Company`s cumulative losses as if
this company was accounted for as an equity method company for all
periods presented.
Internet Capital Group, Inc.
Supplemental Information
The following represents data from Q4`01 to Q4`02 for ICG`s
Private Core Partner Companies, restated to exclude the effect of
the disposal of Delphion and Logistics, Inc. in December 2002:
($ in millions)
Total Private Core Companies
Q4`01 Q1`02 Q2`02 Q3`02 Q4`02
Revenue (1) $85 $81 $86 $90 $95
EBITDA (2) $(30) $(26) $(18) $(9) $(1) (3)
Net Loss (1) $(59) $(46) $(39) $(30) $(18) (3)
Amounts Included in Our Earnings (Loss)
Net Loss (4) $(25) $(20) $(20) $(15) $(10)
(1) Total Private Core Partner Company figures are based on the
financial statements prepared by each partner company and, in some
cases, adjustments and estimates by Internet Capital Group. In
addition, these figures are preliminary in nature, are subject to
change and may differ from previously reported figures as a result
of, among other things, changes to reported figures by each partner
company for any necessary corrections, changes resulting from
differing interpretations of accounting principles upon review by the
Securities and Exchange Commission, or changes in accounting
literature. Also since Internet Capital Group does not consolidate
the majority of its partner companies for financial reporting
purposes, the total partner company data disclosed is not intended to
represent the revenues that Internet Capital Group has reported or
will report on a consolidated basis in accordance with generally
accepted accounting principles (GAAP).
(2) EBITDA consists of earnings/(losses) before interest, tax,
depreciation and amortization; stock based compensation, other
non-cash, and non-recurring items have also been excluded. EBITDA is
a commonly used metric and presented here to enhance understanding of
our partner company operating results. EBITDA does not measure
financial performance under GAAP and other companies may present
similarly titled measures that are calculated differently. EBITDA is
not an alternative to operating or net income/(loss), as determined
in accordance with GAAP, as an indicator of performance, nor is it an
alternative to cash flow from operations as determined in accordance
with GAAP, as a measure of liquidity.
(3) Approximately $13 million of the difference between Net Loss and
EBITDA loss for Q4 2002 relates to depreciation, amortization and
stock-based compensation.
(4) Net Loss attributable to Private Core Companies represents Internet
Capital Group`s share of the net income (loss) of our Private Core
Companies that are either consolidated or maintained on the equity
basis of accounting.
INTERNET CAPITAL GROUP, INC.
December 31, 2002
Description of Terms for Consolidated Statements of Operations and
Supplemental Information -- Consolidated Statements of Operations

Consolidated Statements of Operations

Effect of Various Accounting Methods on our Results of Operations

The various interests that the Company acquires in its partner companies are accounted for under three broad methods: consolidation, equity method and cost method. The effect of a partner company`s net results of operations on the Company`s net results of operations is generally the same under either the consolidation method of accounting or the equity method of accounting, because under each of these methods only our share of the earnings or losses of a partner company is reflected in its net results of operations in the Consolidated Statements of Operations. The applicable accounting method is generally determined based on the Company`s voting interest in a partner company.

Consolidation. Partner companies in which the Company directly or indirectly possesses voting control or those where the Company has effective control are generally accounted for under the consolidation method of accounting. Under this method, a partner company`s accounts (revenue, cost of revenue, selling, general and administrative, research and development, impairment related and other, stock based compensation, amortization of goodwill, other income (loss) and interest income/expense) are reflected within the Company`s Consolidated Statements of Operations. Participation of other partner company stockholders in the earnings or losses of a consolidated partner company is reflected in the caption "Minority interest" in the Company`s Consolidated Statements of Operations. Minority interest adjusts the Company`s consolidated net results of operations to reflect only its share of the earnings or losses of the consolidated partner company. As of December 31, 2002, the Company accounted for 6 of its partner companies under this method.

Equity Method. Partner companies whose results the Company does not consolidate, but over whom it exercises significant influence, are generally accounted for under the equity method of accounting. Whether or not the Company exercises significant influence with respect to a partner company depends on an evaluation of several factors including, among others, representation on the partner company`s board of directors and ownership level, which is generally a 20% to 50% interest in the voting securities of the partner company, including voting rights associated with the Company`s holdings in common, preferred and other convertible instruments in the partner company. Under the equity method of accounting, a partner company`s accounts are not reflected within the Company`s Consolidated Statements of Operations; however, its share of the earnings or losses of the partner company is reflected in the caption "Equity loss -- share of partner company losses" in the Consolidated Statements of Operations. As of December 31, 2002, the Company accounted for 22 of its partner companies under this method.

Cost Method. Partner companies not accounted for under either the consolidation or the equity method of accounting are accounted for under the cost method of accounting. Under this method, the Company`s share of the earnings or losses of these companies is not included in the Company`s Consolidated Statements of Operations. As of December 31, 2002, the Company accounted for 10 of its partner companies under this method.



Supplemental Information - Consolidated Statements of Operations

ICG`s share of net loss of Core, Emerging and disposed Partner Companies

Represents ICG`s share of the net loss of Core, Emerging and disposed Partner Companies accounted for under the consolidated and equity method of accounting.

Discontinued Operations

During the three months ended December 31, 2002, the Company disposed of the assets of Delphion and Logistics.com. Accordingly, the operating results of these two discontinued operations have been presented separately from continuing operations and include the gain recognized on disposition.

ICG Corporate General and Administrative and interest expense, net

General and administrative expenses consist of payroll and related expenses for executive, operational, acquisitions, finance and administrative personnel, recruiting, professional fees and other general corporate expenses for Internet Capital Group. Stock-based compensation is included and primarily consists of non-cash charges related to certain compensation arrangements.

During the three months ended December 31, 2002, the Company modified the loan recourse for certain stockholder loans for former employees who had been laid off in 2000 and 2001 from full recourse to 25% of the original loan principal, which resulted in compensation expense totaling approximately $3.7 million. Separately, the Company recorded a provision for possible loss in the amount of approximately $5.5 million principally related to the accrued interest on certain stockholder loans that in 2001 had been modified from full recourse to 25% of the original loan principal.

The loans were previously granted in connection with the exercise of stock options by Company personnel in 1999.

Other

For purposes of this supplemental information, other includes:

Impairment Related and Other Charges

The Company continually evaluates the carrying value of its partner companies based on quantitative and qualitative measures. If the Company concludes that the carrying value should be adjusted and the estimated fair value of the asset is less than its recorded amount, an adjustment to the carrying value is recorded. The industry in which the Company operates is rapidly evolving and extremely competitive. Valuations of public companies operating in the Internet B2B e-commerce sector have declined significantly throughout 2000 and 2001. In 1999 and 2000, the Company announced several significant acquisitions that were financed principally with shares of its stock and, based on the price of its stock at that time were valued in excess of $1 billion.

During the year ended December 31, 2002 and 2001, the Company`s reviews of the carrying values of its partner companies resulted in adjustments to the carrying values of certain partner companies of approximately $43.4 million and $1.3 billion, respectively. These adjustments are presented in "Impairment related and other", "Other income, net" and "Equity loss" in the accompanying Consolidated Statement of Operations depending on the method of accounting for the affected partner company. It is possible that the Company`s accounting estimates with respect to the useful life and ultimate recoverability of its carrying basis including goodwill in other partner companies could change in the near term and that the effect of such changes on the financial statements could be material.

ICG Corporate Impairment Related and Other

Impairment related and other consists of cash and non-cash severance and other charges related to the restructuring of Internet Capital Group`s operations to better align our general and administrative expenses with the reduction in the number of Partner Companies.

Included in `Other` in this supplemental information is other income (loss), net which consists primarily of net realized gains and losses on sales of marketable securities and other minority interest investments, gains and losses on valuations of SFAS 133 derivative instruments and gains from the Company`s repurchase of outstanding convertible notes.

Amortization of Goodwill and Other Intangibles

Goodwill, the excess of cost over net assets of businesses acquired, was amortized generally over three years prior to January 1, 2002. Effective January 1, 2002 goodwill is no longer amortized under Generally Accepted Accounting Principles; rather it is tested for impairment on an annual basis. Other Intangibles will continue to be amortized over their estimated useful lives, generally three to eight years.



Internet Capital Group, Inc.
Schedule of Ownership Interests in Partner Companies
December 31, 2002 (1)
CORE PARTNER COMPANIES PRIMARY OWNERSHIP
PUBLIC CORE
eMerge Interactive, Inc. (Nasdaq: EMRG) 18%
Universal Access Global Holdings, Inc. (Nasdaq: UAXS) 22%
Verticalnet, Inc. (Nasdaq: VERT) 22%
PRIVATE CORE
Blackboard, Inc. 15%
BuyMedia, Inc. dba Marketron International, Inc. 40%
CommerceQuest, Inc. 80%
CreditTrade Inc. 30%
eCredit.com, Inc. 99%
Freeborders, Inc. 55%
GoIndustry AG 31%
ICG Commerce Holdings, Inc. 75%
Investor Force Holdings, Inc. 38%
iSky, Inc. 25%
Jamcracker, Inc. 24%
LinkShare Corporation 40%
OneCoast Network Holdings, Inc. 97%
Syncra Systems, Inc. 31%
EMERGING PARTNER COMPANIES PRIMARY OWNERSHIP
Agribuys, Inc. 31%
Anthem/CIC Ventures Fund LP 9%
Arbinet-thexchange Inc. 3%
Captive Capital Corporation (fka eMarket Capital, Inc.) 54%
Citadon, Inc. 2%
ClearCommerce Corporation 12%
ComputerJobs.com, Inc. 46%
Co-nect Inc. 36%
Emptoris, Inc. 12%
Entegrity Solutions Corporation 2%
FuelSpot.com, Inc. 9%
inreon limited 17%
Internet Commerce Systems, Inc. 44%
Mobility Technologies, Inc. 25%
OnMedica Group PLC 33%
Onvia.com, Inc. (Nasdaq: ONVI) 22%
Persona, Inc. 11%
StarCite, Inc. 22%
Surgency, Inc. 22%
Tibersoft Corporation 5%
(1) The schedule excludes Sourceree Limited which was included as a
Partner Company at December 31, 2002 but has since ceased
operations.

SOURCE Internet Capital Group, Inc.


Karen Greene, Investor Relations, [phone], or
[e-mail], or Mary Palmer, Media Relations, [phone], or
[e-mail], both of Internet Capital Group
(ICGE EMRG UAXS VERT ONVI)

Copyright (C) 2003 PR Newswire. All rights reserved.

[Dr.Spezialist]

DEDHAM, MASS. - March 4, 2003 - On the heels of delivering significant credit and collections process improvements and an estimated future annual increase of $6 million in annual revenues for to its blue-chip transportation customer, eCredit.com today announced an expanded contract with Ryder System, Inc. (NYSE: R), a $4.7 billion leader in transportation and logistics management solutions worldwide. A longstanding eCredit customer, Ryder will deploy nFusionSM, the company’s next-generation, Web-based credit-processing suite of applications, to further streamline its credit lifecycle management processes.

In September 2000, Ryder first implemented the eCredit InstantDecisionSM solution to automate credit risk assessments, providing real-time risk ratings at the point-of-sale for its commercial truck-leasing customers. Ryder later implemented eCredit RapidCollectSM in January 2002 to streamline and manage back-end collections processes. This further helped to improve cash flow and lower days revenue outstanding (DRO) throughout Ryder’s commercial truck leasing and global integrated logistics businesses.

“Since deploying the eCredit solutions, Ryder has reduced the risk level of its customer portfolio by 5 percent while using risk pricing to increase potentially increase revenues by approximately $6 million annually,” said Douglas Hansen, Director of Receivables Management for Ryder. “In addition, our DRO has dropped and we are experiencing the lowest write-off volume in six years. We believe this is happening because we are addressing both aspects of the credit lifecycle: the upfront risk assessment of our customers and prospects, which drives an improvement in the quality of the portfolio, and the operational effectiveness of our collectors, which improves cash flow and drives quicker action on high risk accounts.” nFusion combines the field-tested capabilities of InstantDecision for real-time risk scoring or credit line assignments, with in-depth analysis capabilities that ensure a company’s most important credit decisions are based on the most complete information available. This powerful fusion of customer-proven applications ensures that nFusion handles all credit requests efficiently and consistently, from lower value transactions that can be fully automated, to high-value credit applications that require thorough risk and portfolio analysis.

“With the added analysis components found in nFusion, we anticipate even more ROI success for Ryder, “ stated Deepak Verma, CEO of eCredit. “By automating the more standard credit decisions, analysts will have more time to concentrate on the higher-value customer transactions. Combined with the inherent technology efficiencies provided by the ASP model, Ryder is making a clear statement to its customers and other constituencies about using technology to focus on its core business and to deliver greater shareholder value.”


About Ryder System, Inc.
Ryder is a Fortune 500 company providing leading-edge logistics, supply chain and transportation management solutions worldwide. Ryder’s stock (NYSE:R) is a component of the Dow Jones Transportation Average and the Standard & Poor’s 500 Index. For more information about Ryder System, Inc., visit www.ryder.com.

Note: Certain statements and information included in this presentation are "forward-looking statements" under the Federal Private Securities Litigation Reform Act of 1995. Accordingly, we advise that these forward-looking statements be evaluated with consideration given to the many uncertainties inherent in our business that could cause actual results and events to differ materially from those in the forward-looking statements. Important factors that could cause such differences include, among others, the competitive pricing environment applicable to the Company`s businesses, customer retention levels, changes in customers’ business environments, changes in market conditions affecting the sale of used vehicles, adverse changes in debt ratings, changes in accounting assumptions, greater than expected expenses associated with the Company`s activities and changes in general economic conditions.



About eCredit.com
Since 1993, eCredit.com has delivered credit risk management software and services to Fortune 1000 companies and financial institutions. The Company improves credit decision-making practices to deliver process efficiencies, optimized risk management, reduced operating costs, and increased revenues. Included among the Company’s customers are ChevronTexaco, Cisco, CIT Group, Panasonic, and Ryder System, Inc. eCredit, headquartered in Dedham, Massachusetts, is an Internet Capital Group (NASDAQ: ICGE) partner company. For additional information, visit eCredit on the Web at http://www.ecredit.com.

For more information contact:
eCredit.com
Kelly Cundiff
[phone]
[e-mail]

[Dr.Spezialist]

Nur mal zur Erinnerung, aber was macht denn die Deutsche Bank bei ICGE

Internet Capital Group, Inc. (NASDAQ:ICGE)
Quote | Msg Board | LiveCharts | Chart | News | Company Info | I-Watch | SEC | Insider | Analyst Recs | Top Holders | Options

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VANGUARD GROUP, INC. 31 Dec 2002 0 1,090,525



MERRILL LYNCH & CO INC 31 Dec 2002 -32,360 757,508



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NASSAU HENRY N 31 May 2002 -200,000 2,374,050 GC



WEST EDWARD H 25 Jul 2001

[Dr.Spezialist]

hi snag, ich halts mal hier fest, denke der Überblick machts
Harrogate, England, 13 March 2003 - Today at UCISA 2003, Blackboard Inc., a leading enterprise software company for e-Education, announced that two of the United Kingdom`s leading universities have partnered with Blackboard to power their online learning and teaching initiatives. De Montfort University and the University of Salford join more than 130 other academic institutions in the UK and Ireland utilising the Blackboard platform.

The adoption of the Blackboard Learning System demonstrates each university`s commitment to providing its students, academic staff and administrators with a sophisticated virtual learning environment that enhances the education experience and creates administrative efficiencies. At De Montfort University, the Blackboard Learning System will be deployed across the university`s three centres in Bedford, Leicester and Milton Keynes to serve more than 23,000 students and 3,300 staff.

The University of Salford will launch the Blackboard Learning System as the basis for a virtual learning environment that will serve more than 18,000 students in 16 Schools and six Research Institutes within the University. University of Salford officials are especially excited about the proven integration of the Blackboard Learning System with the university`s SCT Banner system to provide the seamless sharing of student data across all organisations within the University. Integration with SCT Banner and other administrative systems already in use at the University provides significant administrative efficiencies, including the ability to create pre-populated courses and eliminate redundant or obsolete user or course data within the Blackboard Learning System.

Key e-Education Requirements for Today`s University

Through thorough evaluation processes of both the Blackboard Learning System and WebCT Vista, decision makers at both universities cited several key reasons for their adoption of Blackboard, including:

-A system that is "live" and in production deployment at numerous institutions who can serve as references and provide the benefits of a robust user network for the solution
-Ease of use for students, academic staff and administrators and overall simplicity of implementation
-Proven enterprise-class software with demonstrated ability to integrate with leading student information systems, including SCT Banner
-Blackboard`s commitment to open standards initiatives and its open Building Blocks architecture

"We are delighted that both De Montfort University and The University of Salford selected the Blackboard Learning System and we look forward to helping them enhance the overall quality of the educational experience for all campuses," said Andrew Rosen, EVP & General Manager of International Operations at Blackboard Inc. "Both universities have developed strategic plans that impact not just students and acdemics, but a much larger community that includes all university officials, administrators and parents as well."

[der.Hexer]

@14

"Nur mal zur Erinnerung, aber was macht denn die Deutsche Bank bei ICGE"

Das ist in der Tat eine gute Frage...

Ich denke, dass die Deutsche Bank massive Verluste machen wird !

Gruss, der Hexer

[Dr.Spezialist]

Stimmt Hexer, gestern schon wieder + 7 %.
Eigentlich wäre die Deutsche Bank gut beraten, ICGE die Paar Milliönchen zu geben, denn 8 core companys schreiben schon schwarze Zahlen. Bzw 5 aber bald schon 3 mehr.
So ganz hoffnungslos ist ICGE nicht!
Schaun mer mal

[Dr.Spezialist]

14/Mar/2003 SOMPO JAPAN AND FUJI FIRE & MARINE SIGN UP AS inreon EXPANDS INTO JAPAN

inreon has announced an expansion of its international operations to cover Japan. Following the platform’s success in several other key Asian markets, including Korea, Hong Kong and Taiwan, two major insurers from the world’s second largest insurance market have already signed membership agreements in order to begin trading online.
Sompo Japan Insurance Inc. aims to use inreon for reducing costs both in ceding and assuming reinsurance while Fuji Fire & Marine expects the system to help provide new reinsurance partners and better rates for catastrophe protections and facultative needs.
Japan accounted fro more than 18% of global insurance premiums in 2001 (source: Swiss Re, sigma No.6/2002), second only behind the United States. Total non-life premiums were US$89,114m – around two thirds of the total for the whole of Asia.

[Dr.Spezialist]

TAMPA, Fla., Mar 25, 2003 /PRNewswire via COMTEX/ -- CommerceQuest Inc., today announced that industry research firm, Gartner Inc., has positioned CommerceQuest in the visionary quadrant in its recently published Programmatic Integration Server Market Magic Quadrant.

Recently released, CommerceQuest`s CICS Process Integrator (CPI), entered CommerceQuest into the programmatic integration market, which Gartner defines as "an emerging sector within the larger legacy evolution market."

"Based upon CommerceQuest`s proven Business Process Integrator technology for distributed systems, CPI is a robust mainframe resident integration server that takes advantage of the mainframe`s inherent strengths," said Paul Roth, chief technology officer of CommerceQuest. "Our inclusion in this Magic Quadrant provides further confirmation to our approach in offering customers innovative service-oriented products on every platform."

CPI provides a process-centric approach to integration on the mainframe, with leading edge capabilities. By enabling business processes, transactions and resources as both web services and services, while adhering to a Service Oriented Architecture, CPI provides a consistent way to access CICS resources such as programs, data, transactions, and stored procedures, dramatically increasing the re-use of mission critical logic and data while reducing the need for additional programming, costly migration or gateways.

Consistent with the firm`s Magic Quadrant methodology, Gartner evaluated each company`s product offering in this section based on completeness of vision, ability to execute and financial viability. According to Gartner, Visionaries have a clear vision of market direction and are focused on preparing for that, but they can still improve in terms of optimizing service delivery.

For more information, please contact [e-mail] or call [phone].

About CommerceQuest ( www.commercequest.com )

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (ICGE, Trade) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com .

The Magic Quadrant is copyrighted March 2003 by Gartner Inc. and is reused with permission. Gartner`s permission to print its Magic Quadrant should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner`s Opinion and is an analytical representation of a marketplace at and for a specific time period. It measures vendors against Gartner-defined criteria for a marketplace. The positioning of vendors within a Magic Quadrant is based on the complex interplay of many factors. Well-informed vendor selection decisions should rely on more than a Magic Quadrant. Gartner Research is intended to be one of many information sources and the reader should not rely solely on the Magic Quadrant for decision-making. Gartner expressly disclaims all warranties, express or implied of fitness of this research for a particular purpose.

SOURCE CommerceQuest Inc.

[lacky]

TAMPA, Fla., Mrz 25, 2003 / PRNewswire über COMTEX / -- CommerceQuest Inc., heute verkündet diesem Industrieforschungsunternehmen, Gartner Inc., hat CommerceQuest im Hellseherquadranten in seinem vor kurzem erschienenen programmatischen Integrationsbedienermarkt-Magiequadranten in Position gebracht.

Vor kurzem befreit, CommerceQuest`s-CICS-Prozeßintegrator (CPI), eingetragenes CommerceQuest in den programmatischen Integrationsmarkt, den Gartner definiert als " auftauchender Sektor innerhalb des größeren Vermächtnisentwicklungsmarktes.",

" gründete nach CommerceQuest`s nachgewiesener Geschäftsprozess-Integratortechnologie für Verbundsysteme, CPI ist ein robustes Mainframe, das Residentintegrationsbediener, das Nutzen aus den zugehörigen Stärken der mainframe`s zieht, " Paul Roth sagte, Haupttechnologieoffizier von CommerceQuest. " unsere Einbeziehung in diesem magischen Quadranten stellt weitere Bestätigung zu unserer Annäherung in anbietenkunden erfinderische Service-service-oriented Produkte auf jeder Plattform." zur Verfügung,

CPI versieht eine Prozess-process-centric Annäherung zur Integration auf dem Mainframe, mit führenden Randfähigkeiten. Durch das Ermöglichen von von von Geschäftsprozessen, -verhandlungen und -betriebsmitteln als Netzdienstleistungen und Dienstleistungen, beim Befolgen eine Service orientierte Architektur, CPI eine gleichbleibende Weise liefert, CICS-Betriebsmittel wie Programme, Daten, Verhandlungen und die gespeicherten Verfahren zugänglich zu machen und drastisch an der Wiederverwendung der kritischen Logik und der Daten der Mission während erhöht, die Notwendigkeit die zusätzliche Programmierung, an teurer Migration oder an Einfahrten verringernd.

Gleichbleibend mit der magischen Quadrantmethodenlehre der firm`s, Gartner wertete jedes company`sprodukt aus, das in diesem Abschnitt anbietet, der auf Vollständigkeit des Anblicks, der Fähigkeit durchzuführen und der finanziellen Entwicklungsfähigkeit basierte. Entsprechend Gartner haben Hellseher einen freien Anblick der Marktrichtung und werden auf dem Vorbereiten für die fokussiert, aber sie können ruhig in optimierenservice-Anlieferung ausgedrückt sich verbessern.

Zu mehr Information treten Sie bitte [e-mail] oder mit Anruf [phone] in Verbindung.

Über CommerceQuest (www.commercequest.com)

Gegründet 1991, ist CommerceQuest der einzige Unternehmenlösungsversorger, der seinen Kunden ermöglicht, Geschäftsstrategie zu Geschäftsprozesse schnell zu machen, indem es völlig die Arbeit integriert, die Leute mit Software-Systemen erledigen, die Geschäftsergebnis optimieren. CommerceQuest liefert einen kompletten Satz scalable Lösungen des Geschäftsprozeßmanagements (BPM), die bestehende Hebelkraft die ES die Investitionen zum Vereinigen der Leute, der Prozesse und der Technologie in einer Service-service-based Architektur, die das ausgedehnte Unternehmen überspannt, vom Mainframe zum Internet und zu alles in-between. Mehr als 500 Industrie-führende Firmen bauen auf CommerceQuest, um ihnen zu helfen, heterogenen Workflow und ES zu integrieren Systeme, einschließlich vieler der Firmen des Vermögens 500 wie des Hauptdepots, Coca-cola abfüllend, Ahold, und ausdrücklicher Amerikaner.

CommerceQuest ist eine privat-privately-held Firma und ein Mitglied gemeinschaftlichen Netzes Internet-des HauptGroup`s (ICGE, Handel) der Partnerfirmen. Zu mehr Information über CommerceQuest, benennen Sie uns bitte bei 813,639,6300 oder besuchen Sie uns auf dem Netz an www.commercequest.com.

Der magische Quadrant ist copyrighted März 2003 durch Gartner Inc. und wird wiederverwendet mit Erlaubnis. Erlaubnis Gartner`s, seinen magischen Quadranten zu drucken sollte nicht gemeint werden, um eine Aufschrift irgendeiner Firma oder Produktes zu sein, die im Quadranten bildlich dargestellt werden. Der magische Quadrant ist Meinung Gartner`s und ist eine analytische Darstellung eines Marktes an und während einer Periode des spezifischen Zeitpunktes. Er mißt Verkäufer gegen Gartner-gartner-defined Kriterien für einen Markt. Die Positionierung der Verkäufer innerhalb eines magischen Quadranten basiert auf der komplizierten Wechselwirkung vieler Faktoren. Gut informierte Verkäufervorwählerentscheidungen sollten auf mehr als ein magischer Quadrant beruhen. Forschung Gartner soll eine vieler Informationsquellen sein und der Leser sollte nicht auf den magischen Quadranten für Beschlußfassung nur bauen. Gartner dementiert ausdrücklich alle Garantien, ausdrücklich oder von der Eignung dieser Forschung zu einem bestimmten Zweck angedeutet.

Source CommerceQuest Inc.
uebersaetzung zum oberen artikel

[Kwerdenker]

Gibt es News, die den gestrigen Kursverlauf begleiteten?

KD

[Dr.Spezialist]

DEDHAM, Mass., Apr 7, 2003 /PRNewswire via COMTEX/ -- eCredit, the leading provider of credit and collections automation software, today announced it has closed a $9 million round of financing co-led by Apex Venture Partners and Sterling Venture Partners with participation from existing investor Internet Capital Group (ICGE, Trade).

The investment will be used to accelerate the sales and marketing momentum of eCredit`s newest credit processing application, nFusion(SM), extend the product footprint, and increase the value eCredit`s installed base is deriving from its solutions.

"eCredit has led the market in credit and collections processing solutions for some time now," stated Deepak Verma, CEO of eCredit. "The initiatives we undertake with this newest round of funding will solidify the company`s leadership position and enable our clients to derive greater value from their working capital operations."

The weakening economy has moved credit and collections issues forward on the agenda for many corporate CFOs and lending institutions. Solutions that decrease operating costs, increase sales, and improve how organizations manage risk are compelling to organizations seeking to improve their working capital and portfolio risk positions, despite the poor economic climate. This is evidenced by the strong momentum eCredit has recently generated with nFusion, including wins at Hagemeyer North America, Old National Bancorp, Paymentech, Ryder System Inc., and XTRALease.

"We are pleased with the market advancements eCredit has made with nFusion," said Brian Hirsch, Principal at Sterling Venture Partners. "The incredibly high satisfaction of eCredit`s customers in a down economy demonstrates the compelling business value and ROI companies have achieved with eCredit`s offerings, and was a major factor in our decision to invest."

"We believe there is a large market opportunity for technology companies that drive efficiencies into working capital management. After completing supply chain management and CRM implementations, large and mid-sized companies will shift their focus to solutions that improve operations along the financial value chain," said Wayne Boulais, General Partner at Apex Venture Partners. "eCredit`s leadership position within the credit and collections segments of this space made them the ideal candidate for investment. Our decision was based on the strength of the company`s products, the strength of its marquee installed base, and the strength of its accomplished management team."

"eCredit continues to deliver both a relevant and compelling value proposition in a difficult economic environment," said Walter Buckley, Co- Founder, CEO and Chairman of the Board for Internet Capital Group. "With this infusion of capital, the firm is well positioned to become the anchor player in its market."

About eCredit.com

Since 1993, eCredit.com has delivered credit risk management and collections software and services to Fortune 1000 companies and financial institutions. The Company improves credit decision-making practices to deliver process efficiencies, optimized risk management, reduced operating costs, and increased revenues. Included among the Company`s customers are ChevronTexaco, Cisco, CIT Group, Panasonic, and Ryder System, Inc. Headquartered in Dedham, Massachusetts, eCredit is an Internet Capital Group (ICGE, Trade) partner company with additional venture backing from Apex Venture Partners and Sterling Venture Partners. For additional information, visit eCredit on the Web at http://www.ecredit.com.

About Apex Venture Partners

Apex Venture Partners, established in 1987, has more than $450 million under management with five funds. The firm has invested in over 100 technology companies. Apex focuses on early stage technology investments in software, enterprise/network infrastructure, and telecommunications and is headquartered in Chicago, IL.

About Internet Capital Group

Internet Capital Group (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services, which are designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver those solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group was formed in 1996 and is headquartered in Wayne, Pennsylvania.

About Sterling Venture Partners

Sterling Venture Partners is a $136 million venture fund that invests in early-stage and expansion-stage health care, software, industrial technology and business services companies. Sterling Venture Partners is a division of Sterling Partners, a diversified private equity firm that has managed more than $500 million of committed capital since its founding in 1983. With offices in Baltimore and Chicago, Sterling Venture Partners invests on the East Coast and in the Midwest. For more information please visit www.sterlingpartners.us.

[Dr.Spezialist]

NEW YORK, Apr 8, 2003 /PRNewswire via COMTEX/ -- LinkShare Corporation, a leading provider of technology and service solutions for managing performance-based marketing and business initiatives, has announced its charter membership in the Inbox Defense Task Force. This new coalition was founded by Andy Sernovitz, CEO of GasPedal, and will seek to lead an industry effort to eliminate spam by proactively creating deterrents and consequences to spamming, as well as removing potential economic benefits.

"LinkShare was the first solution provider to take a stance against predatory advertising activities and to enforce it. In our continued efforts to foster respect for the affiliate community and the efforts of LinkShare affiliates, we are expanding our policies to address unsolicited emails," says Stephen D. Messer, Chairman and CEO of LinkShare Corporation. "Unethical email marketing must be stopped so that legitimate and effective email can thrive."

Most spammers currently do not face any real consequences. As a result, email marketing is being threatened as a viable platform, which also impacts the affiliate marketing industry. LinkShare`s involvement and commitment to solving this problem demonstrates firm support for legitimate email marketing initiatives as a viable method for increasing reach and distribution across the affiliate sales channel. Spam can negatively impact a company`s brand and reputation, and it can often be resource intensive for affiliate marketers to police and monitor their affiliate sales channels. For affiliates, spam creates unfair competition that often allows spammers to earn commissions from unethical and/or illegal activities. It also tarnishes the affiliate image, causing merchants to abandon affiliates and destroy valuable relationships.

"Legitimate marketers are being blamed for spam. Blocking, filtering, and clutter are destroying email ROI," states Andy Sernovitz, founder of the Inbox Defense Task Force. "LinkShare has been and continues to demonstrate leadership of the industry in protecting the interests of its clients and the affiliate marketing industry. Together, I am confident that we will solve this problem and restore email marketing as a viable channel to reach consumers."

The Inbox Defense Task Force will seek to work alongside trade associations and consumer groups as a catalyst for effective private sector enforcement actions against spammers. The group`s effort will focus exclusively on the clear abusers, rather than legitimate business email. An end goal will be the greater acceptance of business email as consumers` inboxes are uncluttered.

"LinkShare is in a unique position to turn the tide against spammers," says Messer. "Hundreds of top internet marketers rely on LinkShare to find, track, and compensate for the success of legitimate email partners. Our participation in the Inbox Defense Task Force will allow us to protect the viability of our client partners` email efforts by eliminating the negative element of spam from the affiliate channel."

The coalition will seek a broad range of members and active participants from the business community to demonstrate the solidarity and wide commitment to solving the problem. Members will collectively seek to differentiate themselves from email abusers by educating consumers about the distinctions between spam and legitimate email marketing, demonstrating efforts undertaken against the abusers, and promoting seals of approval.

"Our task force is based on proven models used by existing industry groups to stop piracy of intellectual property and counterfeiting of legitimate products," continued Sernovitz. "Spammers are neither invincible nor invisible. With the support of partners such as LinkShare, Inbox Defense is going to end this assault-by-email."

About LinkShare Corporation

LinkShare Corporation is the leading provider of technology solutions to track, manage, and analyze the performance of sales, marketing, and business development initiatives. Combining patented technology, the reach and distribution of a robust network, and expert account management services, LinkShare empowers clients with the ability to collaborate with partners online and develop cost-efficient pay-for-performance campaigns. LinkShare facilitates these partnerships across multiple channels, providing the platform, tools, and reporting to help clients acquire new customers, increase revenues, drive results, and measure success. LinkShare clients are Fortune 500 and prominent companies doing business online, and include OfficeMax, J.C. Penney, 1-800-Flowers.com, AT&T Corp., American Express, Avon Products and Dell Computer Corporation. LinkShare was founded in 1996 and is headquartered in New York City, with offices in San Francisco, Denver, and Chicago.

LinkShare is proud to receive financial, operational and strategic support from Mitsui & Co., Ltd. , Mitsui & Co. (U.S.A), Inc., Internet Capital Group (ICGE, Trade), and Comcast Interactive Capital, an affiliate of Comcast Corporation (Nasdaq: CMCSK; CMCSA). Please visit http://www.linkshare.com for more information.

This press release may contain forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of LinkShare`s future performance, additional financing requirements, and the effect of economic conditions in the B2C and B2B e-commerce market.

SOURCE LinkShare Corporation

[Dr.Spezialist]

So langsam ein Flaggschiff im Hause ICGE
TAMPA, Fla., Apr 14, 2003 /PRNewswire via COMTEX/ -- CommerceQuest Inc., today announced it has acquired KMG Solutions, a leading provider of business process management solutions. The two companies, which are long-term strategic partners, recently announced the formal integration of their solutions, providing the marketplace with the first comprehensive business process management (BPM) solution. By formally bringing the companies together, CommerceQuest is even better positioned to take a leadership position in this market by providing senior executives with the increased flexibility, visibility and operational control required in today`s highly competitive and regulated business environment.

"The acquisition of KMG Solutions moves CommerceQuest into a leadership position among BPM solution providers, and more importantly, provides our customers with the most advanced business process capabilities in the marketplace," said Ulysses Knotts, CEO of CommerceQuest. "The alignment of key business assets, including people, processes, resources and systems, has become a strategic imperative for companies seeking to prosper in a challenging economic climate and to meet new corporate governance obligations. This acquisition means CommerceQuest is uniquely positioned to deliver the complete range of process management capabilities that business executives require to meet these challenges."

According to recent industry analyst reports, despite constraints in overall IT spending, the BPM market is growing rapidly. Companies are realizing now more than ever the need for solutions that provide executives the flexibility and visibility necessary to mange their businesses. These solutions are based upon technologies that extend existing IT systems across disparate business units, enable the rapid deployment of new business process solutions, as well as improve the distribution of mission-critical information throughout the extended enterprise.

In addition, recent federal legislation, such as the Sarbanes-Oxley Act, has mandated an unprecedented level of accountability for CEOs and CFOs regarding the results of their financial and operational processes. Leveraging its comprehensive set of BPM capabilities, CommerceQuest is able to help businesses design, integrate, optimize, deploy and manage key enterprise risk management and core business processes.

"To date, vendors have brought to market solutions addressing specific issues across the integration and BPM continuum, but we have yet to see a true end-to-end solution," said Jim Sinur, research director and lead business process management analyst at Gartner Group. "Software providers that can marry Business Process Analysis, agile Business Process Management including human work-flows, Business Activity Management linked to integration functionality are very well positioned to be leaders in the space."

KMG`s products, TRAXION Process Modeler, TRAXION Organization Modeler and TRAXION Process Engine, are integrated into CommerceQuest`s component-based integration platform, enableNet Enterprise, to create the industry`s first comprehensive BPM solution. The combination of KMG Solutions front-end, human workflow and process design technology and CommerceQuest`s robust, process execution and integration platform, is a highly componentized solution, enabling customers to buy only what they need first and grow their use of the software as their needs evolve.

"We are very excited to take the next step in formalizing our relationship with CommerceQuest and become part of the company at such an exciting time in the evolution of the BPM marketplace," said Ken Morris, CEO of KMG Solutions. "Today`s organizations realize that in order to stay competitive, there is an increasing need to operate more efficiently and effectively, and senior executives now have access to the tools necessary to build visibility and drive efficiencies across the enterprise. Our combined offering addresses this pressing concern for companies, while laying the groundwork for further integration advancements in the future."

The closing of this transaction is subject to customary conditions, including the satisfactory completion of due diligence. The parties anticipate that the transaction will close in the second quarter of this year.

About CommerceQuest ( www.commercequest.com )

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (ICGE, Trade) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com .

CONTACT: Claudia Duch of CommerceQuest, [phone], [e-mail] , or Erika Hoeft of Ruder-Finn Chicago, [phone], [e-mail]

SOURCE CommerceQuest Inc.


Claudia Duch of CommerceQuest, [phone],
[e-mail] , or Erika Hoeft of Ruder-Finn Chicago,
[phone], [e-mail]

http://www.commercequest.com

[DrChess]

Jo, tach auch.

Nanü, letztens +25% ,
da fiel mir glatt ein, dass ich von denen
noch ein paar DAUSEND im Depot hab
Dann kann`s ja jetzt richtig abgehen.
Mal sehen, das wären dann DAUSEND mal DAUSEND
Prozent, daraus die DAUSENDste Wurzel, das
sind dann genauuuu.....stöhn....kann mal jemand
Bernd Förtsch anrufen, hab die Durchwahl in
seine Zelle gerade nicht hier....



PS: Ahoi Spezi, alte Semmel, alles paletti ?

[Dr.Spezialist]

Huch
welche Freude:smile:
Jau alles Paletti , hoffe bei dir auch
Hoffentlich erweist sich die Aktie diesmal nach den Zahlen als ein solides Inv. besser ist es wahrscheinlich die vorher wieder zu versemmeln

[Dr.Spezialist]

SAN FRANCISCO, May 13, 2003 /PRNewswire via COMTEX/ -- Freeborders, Inc. today announced expanded operations in both the U.S. and China, answering increased customer demand for its Product Lifecycle Management (PLM) solutions and consulting services. This expansion includes bolstering of the development, sales and support teams. Freeborders` solutions enable retail customers such as Gap and Dillard`s to increase speed-to-market, reduce costs and streamline processes during the product development process.

According to Jeff Roster of Gartner, this increased demand is part of a larger industry trend, "Retailers are shifting from being technology phobic to technology centric as key business strategies are becoming increasingly underpinned by technology."

Paul Fusco, CIO of J. Crew says, "In terms of IT strategy, we`re squarely focused on product development. We expect to see gains across the board, from productivity improvements through supporting top-line revenue growth."

In response to this increased demand, Freeborders announced new hires in its sales and consulting services teams, including Mary Ferrara, a former GERS executive, and Megan Wagner, who spent over 10 years in product development at Gap and J. Crew. Jim Parks has also been promoted to EVP, Global Accounts, with world-wide customer responsibility, and Debbie Korcheck, SVP, Professional Services, has been given added responsibility for Freeborders` process consulting practice and support.

In addition, Freeborders announced that it has expanded its presence in China by establishing a new implementation, development, and support facility in Shenzhen. The operation supports Freeborders` PLM software solutions, providing a high quality, low-cost, capability for retail clients.

Freeborders has been in China for 4 years, providing PLM solutions out of its Hong Kong office to retail manufacturers throughout Asia. The expanded Shenzhen office offers software development, customization, and configuration capability for Freeborders` commercially available software products, reducing the cost and time required for upgrades and implementations. As a result, retailers using Freeborders` solutions will see results from their product development initiatives achieved faster and at lower cost.

"Freeborders is dedicated to helping retailers and brands secure competitive advantage by reducing costs and increasing efficiencies within product development," said Ramsey Walker co-CEO of Freeborders. "Our expansion in the U.S. and China supports the delivery of high-quality, effective PLM solutions to our retail and brand customers."

About Freeborders

Freeborders (www.freeborders.com) provides Product Lifecycle Management (PLM) software and services that enable leading brands, retailers, and manufacturers to streamline product development processes and collaborate more efficiently. Its solutions help customers cut product cycle times, reduce design and development costs, and meet the ever-increasing demand to bring products to market quickly. Freeborders` Collaborative Product Management (CPM)(TM) software and services are used by over 350 brands and retailers globally, including Ann Taylor, Burlington Industries, Coach, Dillard`s, Gap, L. L Bean, Lands` End, Liz Claiborne, Saks, and Williams-Sonoma. Freeborders, a member of Internet Capital Group`s (ICGE, Trade) network of partner companies, is headquartered in San Francisco, with offices throughout North America, Europe, and Asia.

SOURCE Freeborders, Inc.


David Knudsen of Freeborders, Inc., [phone], ext. 214,
or [e-mail]

http://www.freeborders.com

Copyright (C) 2003 PR Newswire. All rights reserved.

[Dr.Spezialist]

PHILADELPHIA, May 28, 2003 /PRNewswire via COMTEX/ -- ICG Commerce, a leading procurement services provider, today announced key business results through Q1 of 2003. ICG Commerce added eight leading companies to its customer base during the first quarter alone, including Kellogg`s, APL and Coca-Cola Enterprises. In addition to attracting new customers, the company`s strong track record of delivering major procurement-related cost reductions has helped expand relationships with several existing customers, including Delta Air Lines, Timken and Nordstrom.

Ongoing macroeconomic pressures continue to drive companies to look for areas in which to cut costs, and procurement is standing out among forward- thinking enterprises as the greatest opportunity to achieve that objective rapidly. A recent PURCHASING magazine survey of supply executives at more than 500 firms found that nearly 80 percent of those polled are facing new cost or price reduction responsibilities. By leveraging a comprehensive offering focused on optimizing the entire procurement cycle with sourcing and category expertise, dedicated transaction management support as well as advanced source-to-pay technology, ICG Commerce is uniquely positioned to serve the needs created by this growing trend.

Along with the many Fortune 500 organizations turning to ICG Commerce for procurement support, industry analysts continue to validate the importance of leveraging both expertise and technology for sourcing and transaction management needs, an idea represented in the company`s procurement services provider (PSP) model. In a recent research report, Aberdeen Group made the following comment: "Enterprises utilizing PSPs have been able to improve spending coverage, reduce costs for goods and services, employ industry best practices, leverage the latest procurement technologies and streamline source- to-pay processes -- all without taking on the risks and assets required to achieve such results ... Enterprises not considering procurement outsourcing should be asking why."

In addition to expanding its customer base, ICG Commerce grew the transaction volume processed through RealExchange, the company`s purchase-to- pay platform, by more than 140 percent when compared with the same period last year. During early 2003, ICG Commerce also introduced a new buyer/supplier portal designed to provide customers and partners with the most current information on and easy access to the company`s comprehensive suite of procurement tools and services.

These moves follow the closing of a $35 million equity financing round at the beginning of the year, in which eight funds contributed capital to support the growth and development of ICG Commerce`s offering.

"The number of new and expanded customer relationships we established in the first quarter speaks to the significant need in the marketplace for more sophisticated procurement capabilities as well as the immediate value companies are deriving from our solution set," said Edward H. West, ICG Commerce chief executive officer and chairman of the board. "We look forward to accelerating the delivery of total cost reductions through sourcing, order and payment processing and spend visibility as well as through the introduction of additional solution enhancements over the course of the year.

About ICG Commerce, Inc.

ICG Commerce ( www.icgcommerce.com ) is the leading Procurement Services Provider delivering total procurement cost savings through an unmatched combination of deep expertise and hosted technology. ICG Commerce provides a comprehensive range of solutions to help companies identify savings through sourcing, realize savings through implementation and transaction management and drive continuous improvements through category management. ICG Commerce Inc., a privately held company founded in 1992, is a member of Internet Capital Group`s (ICGE, Trade) network of partner companies and has been honored as a Forbes` Best of the Web: B2B and UPSIDE Magazine Hot 100 company as well as had its executives recognized among iSource Business` "Pros to Know".

SOURCE ICG Commerce, Inc.


Genevieve Brill of ICG Commerce, [phone],
[e-mail]

http://www.icgcommerce.com

Copyright (C) 2003 PR Newswire. All rights reserved.

[Dr.Spezialist]

Agribuys macht einen kleinen Abschluss
das Umfeld scheint aber nicht stark genug für eine Stabilisierung

[Dr.Spezialist]

Hier die NachrichtTORRANCE, Calif., Jun 24, 2003 (BUSINESS WIRE) -- Agribuys, Inc., the leading provider of Supply Chain Management software and services targeted specifically at the fresh foods industry, announced today that it signed Pathmark Stores, Inc., (PTMK, Trade) one of the nation`s leading Supermarkets, to use Fresh Foods Link(TM). This significant and long-term relationship was consummated after Pathmark achieved successful results from a pilot conducted in the first quarter of 2003. The agreement will extend Agribuys` deployment of both its supply chain software and marketplace services throughout Pathmark`s perishable operations.

"Pathmark is committed to applying world-class technologies that allow us to offer our customers the highest quality product at the lowest possible cost," said John Ruane, Senior Vice President of Perishable Merchandising for Pathmark Stores. "Agribuys` technology and services enable us to effectively reach more suppliers."

Craig Carlson, Vice President of Produce, added, "We worked with Agribuys in a pilot setting. The whole Agribuys experience was very positive for us and for our vendors."

"We couldn`t be happier to have Pathmark as our newest customer," said Agribuys CEO and President Vijay Yajnik. "By conducting a pilot which involved live transactions with real suppliers, we were able to prove to Pathmark and their vendors the value that we can bring to the grocery industry."

Laurence Sotsky, Vice President of Sales and Marketing for Agribuys, added, "It was a pleasure working with both Pathmark and their fresh food suppliers throughout the pilot process. We set out to earn their business by confirming that Fresh Foods Link(TM) drives tremendous value, and we succeeded. We look forward to fully implementing our solution and driving even more value to both Pathmark and their suppliers."

Agribuys estimates that they will have Pathmark fully up and running in the produce department in less than two months. Supplier configuration, on-boarding and training have already begun.

About Agribuys

Agribuys is the leading provider of Supply Chain Management software and services targeted specifically at the fresh foods industry. Agribuys` main product, Fresh Foods Link(TM), improves the way organizations carry out transactions, use real-time information to make decisions, and build relationships with their supply chain partners. Based in California, with offices in Australia, Asia, Canada, India and Europe, Agribuys is rapidly expanding to further broaden its global procurement platform. The company is backed by Rustic Canyon Ventures and Internet Capital Group (ICGE, Trade). Its strategic partners include IBM (IBM, Trade) and the World Wide Retail Exchange (WWRE), the premier Internet-based business-to-business (B2B) exchange for retailers and their suppliers. For more information, visit the company`s website at www.agribuys.com or call 877.499.3052.

About Pathmark Stores

Pathmark Stores, Inc., headquartered in Carteret, New Jersey, operates 143 supermarkets in the New York, New Jersey and Philadelphia metropolitan areas. For more information, please visit Pathmark`s website at www.pathmark.com.

SOURCE: Agribuys, Inc.


Agribuys USA

[Dr.Spezialist]

snag what nun
WAYNE, Pa., Jun 27, 2003 (BUSINESS WIRE) -- Safeguard (SFE) announced today that it has filed a Form 144 with respect to sales of its holdings of Internet Capital Group, Inc. (ICGE) common stock. Safeguard intends to sell its holdings of ICG shares in Rule 144 open market transactions from time to time as market conditions permit. Safeguard noted that the sales are intended to promote continued compliance by Safeguard with the provisions of the Investment Company Act of 1940, which in Safeguard`s case effectively limit Safeguard`s ownership of non-majority owned companies. The sales are also consistent with Safeguard`s evolution as a technology operating company with active, majority ownership in relatively few strategic subsidiaries rather than passive, minority interests in a larger group of companies.

Anthony L. Craig, Safeguard`s President and Chief Executive Officer, noted, "We are still supportive of Internet Capital Group and its management team. Regulatory considerations however suggest that the sale of all or a portion of our ICG holdings as market conditions permit is a prudent course of action. Safeguard may use the proceeds of the sales to make additional investments in its strategic subsidiaries, acquire additional subsidiaries which complement its existing companies and markets, and, depending upon market conditions from time to time, consider steps to modify its capital structure which may include the repurchase of a portion of its outstanding convertible debt or the purchase of outstanding securities."

About Safeguard

Safeguard Scientifics (SFE, Trade) is a technology operating company, headquartered in Wayne, PA, that seeks to create long-term value by taking controlling interests in and developing its companies through superior operations and management. Currently, Safeguard has acquired and operates businesses that provide business decision and life science software-based product and service solutions. Safeguard`s existing strategic subsidiaries focus on the following vertical markets: financial services, healthcare and pharmaceutical, manufacturing, retail and distribution, and telecommunications. Safeguard is accessible via the Internet at www.safeguard.com.

Certain information contained in this news release may include "forward-looking" statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements, other than historical facts, included herein are forward-looking statements. These statements involve risks and uncertainties, such as competition, technological developments, loss of significant customers and the other factors discussed in the Company`s periodic reports filed with the Securities and Exchange Commission, that could cause the Company`s actual results to differ materially from those expressed or implied by these forward-looking statements.

SOURCE: Safeguard Scientifics


Safeguard Scientifics
Safeguard Media Contact
Ed Callahan, 610/293-0600

[der.Hexer]

@Dr.Spezialist

Ob Snag noch ICGE-Shares im Depot hat ?

Gruss, der Hexer

[Dr.Spezialist]

Sehr sehr beunruhigend.
2003-08-27 MUSSER, WARREN V.
Director 362,567 Sale at $0.43 - $0.51 per share.
(Proceeds of about $170,000)
Wie snag das einschätzt würde mich schon interessieren

[Dr.Spezialist]

HM dann schauen wir mal
Ich zumindest haben noch keinen Verlust mit ICGE gehabt
Allerdings auch noch nicht den großen Reibach
Bin auch wirklich sehr bescheiden investiert, aber wenn die Aktie keine Chance hätte wäre ich hier nicht drin

eMerge Begins Development Of Human Hand Infection Control Scanning Device

Recent research leads eMerge to launch product development program for new food safety/infection control device
VerifEYE food safety technology demonstrates potential to prevent spread of viral and bacterial infections
Potential applications include over 550,000 nursing homes, hospitals, day-care centers, restaurants, and other food-service facilities in the U.S.
Initial commercial product testing expected in mid-2004
SEBASTIAN, Fla., September 11, 2003 - eMerge Interactive, Inc. (NASDAQ: EMRGC), a technology company providing food safety, individual-animal tracking and supply-procurement services to the beef-production industry announced that successful studies have led them to launch a product development program to design the first system for detecting human fecal contamination on human hands -- a VerifEYE™ technology-based tool to help reduce the spread of viral and bacterial infections among the healthcare, childcare and food service industries.

Following an initial field study in 2002 with a regional hospital in central Florida, eMerge conducted a subsequent research program. The results of these two studies support the application of its VerifEYE food safety technology for use in detecting microscopic traces of human feces.

According to Richard Stroman, Executive Vice President of eMerge`s VerifEYE Technologies, "The test results were so encouraging that we`re now undertaking development efforts to design the first device for examining human hand hygiene. Our initial research indicates strong interest in the potential application of new hand scanners in the food service, healthcare, childcare and nursing home industries where employee hygiene is a constant challenge. There are over 550,000 such facilities in the U.S., presenting a considerable market opportunity and allowing us to expand beyond the beef production industry."

Significant Market Applications

The U.S. Centers for Disease Control and Prevention report that food-borne diseases cause roughly 76 million illnesses and 5,000 deaths annually in this country alone. The FDA`s Food Safety & Applied Nutrition has identified the fecal-oral route as the primary vehicle for transmission of organisms causing such illnesses as viral gastroenteritis and food poisoning.

"Clearly, there is an enormous need for tools to detect and eliminate trace levels of fecal material, which is the primary carrier of food-borne illness causing pathogens," continued Mr. Stroman. "We believe VerifEYE to be a breakthrough solution and we filed an initial patent application on the system earlier this year. We are designing the unit to be cost-effective and simple to operate. Further research and expanded testing of a hand scan prototype device will take place early next year, followed by expected trials in a commercial environment in mid-2004."

About eMerge Interactive
eMerge Interactive, Inc. is a technology company providing individual-animal tracking, food-safety and supply-procurement services to the $40-billion U.S. beef production industry. The Company`s individual animal-tracking technologies include CattleLog™ , an exclusive data-collection and reporting system that enables beef-verification and branding. The Company`s food-safety technologies include VerifEYE™ , a meat-inspection system that was developed and patented by scientists at Iowa State University and the Agricultural Research Service of the USDA for which eMerge Interactive holds exclusive rights to its national and international commercialization.

This release contains "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995, including statements containing words such as "anticipates," "believes," "expects," "intends," "may," "will" and words of similar meaning. These statements involve various risks and uncertainties. A number of factors could cause actual results to differ materially from those described in these forward-looking statements, including the acceptance by our customers of electronic commerce as a means of conducting business, our ability to grow revenue and margins, our ability to implement our acquisition and expansion strategy, the impact of competition on pricing, the impact of litigation, general economic conditions and other factors discussed in this release and as set forth from time to time in our other public filings and public statements. Readers of this release are cautioned to consider these risks and uncertainties and to not place undue reliance on these forward-looking statements.

For additional information regarding this press release contact Juris Pagrabs, eMerge`s Chief Financial Officer, at 772-581-9741.

[Dr.Spezialist]

NEW YORK, Sep 26, 2003 /PRNewswire-FirstCall via COMTEX/ -- For the second year in a row, LinkShare Corporation, the leader in performance-based marketing, has been awarded the highest ranking in Deloitte & Touche`s prestigious Technology Fast 50 program for the New York area, a list of the top 50 fastest growing technology companies in the region by Deloitte & Touche LLP, one of the nation`s leading professional services firms. LinkShare is the only company in the program`s history to have received the highest ranking for 2 consecutive years.

"To succeed during prosperous times is one thing; to succeed in adversity is much more challenging, and that`s exactly what the Deloitte & Touche Technology Fast 50 winners have done," said Larry Wizel, Partner in the Technology, Media, and Telecommunications practice of Deloitte & Touche and Chair of the New York Technology Fast 50. "We applaud LinkShare for its tremendous accomplishments during economically challenging times and for being one of the elite Fast 50 companies in New York."

LinkShare is the leader in performance-based marketing, providing an online marketplace where businesses can build pay-for-performance relationships that minimize customer acquisition costs, and maximize the revenue-generating potential of their websites. By participating in LinkShare`s affiliate marketing networks, online businesses desiring additional sales, registrations, leads, or other activity are able to forge alliances with hundreds of thousands of affiliate sales partners seeking to monetize their traffic. In addition, LinkShare is launching a new suite of services aimed at helping companies manage their affiliate marketing programs more efficiently and increase revenue through targeted search marketing. The 26,268 percent growth and resulting ranking are evidence of how LinkShare`s business solutions have successfully delivered value to its customers, even in a challenging market environment.

LinkShare`s Chairman and CEO, Stephen Messer, credits vision, discipline, passion, and a company-wide entrepreneurial spirit for the sustained revenue growth. LinkShare pioneered the affiliate marketing industry with its patented tracking technology, launching the industry`s premier affiliate marketing network. "We have always adhered to a guiding philosophy of maximizing resources to build a company that can stand on its own. Our continued revenue growth is further distinguished by the fact that we were the first company in our space to become profitable, and we have sustained that profitability year over year," stated Messer. "We are especially proud that our performance-based business model enables our success to translate into the success of our clients` affiliate and search marketing initiatives."

Deloitte & Touche announced the rankings at the awards dinner for the winners on Thursday, September 25, 2003, at the Ritz-Carlton New York, Battery Park. Rankings are based on the percentage of growth in fiscal year revenues over five years, from 1998-2002. LinkShare`s increase in revenues of 26,268 percent from 1998 to 2002 resulted in first place ranking overall in the Fast 50 for New York. The average increase in revenues among companies who made the Fast 50 for this region was 1,312 percent.

To qualify for the Technology Fast 50, companies must have had operating revenues of at least $50,000 in 1998 and $1,000,000 in 2002, must be public or private companies headquartered in North America, and be a "technology company" defined as owning proprietary technology that contributes to a significant portion of the company`s operating revenues (using other companies` technology in a unique way does not qualify); and/or devoting a significant proportion of revenues to research and development of technology.

Winners of the 20 regional Technology Fast 50 programs in the United States and Canada are automatically entered in the Deloitte & Touche Technology Fast 500 program, which ranks North America`s top 500 fastest growing technology companies. For more information on the Deloitte & Touche Fast 50 or Fast 500 programs, visit www.fast500.com.

This year`s New York Technology Fast 50 is supported by Platinum Sponsors: Bank of New York, Geller & Company, Marsh Financial Services, NASDAQ, and Proskauer Rose; Gold Sponsors: the Journal News; and Silver Sponsors: Polytechnic University the NYU Center for Advanced Technology.

About LinkShare Corporation

LinkShare Corporation is the leading provider of technology solutions to track, manage, and analyze the performance of sales, marketing, and business development initiatives. Combining patented technology, the reach and distribution of a robust network, and expert account management services, LinkShare empowers clients with the ability to collaborate with partners online and develop cost-efficient affiliate and search marketing campaigns. LinkShare facilitates these partnerships across multiple channels, providing the platform, tools, and reporting to help clients acquire new customers, increase revenues, drive results, and measure success. LinkShare clients are Fortune 500 and prominent companies doing business online, and include OfficeMax, J.C. Penney, 1-800-Flowers.com, AT&T Corp., American Express, Avon Products and Dell Computer Corporation. LinkShare was founded in 1996 and is headquartered in New York City, with offices in San Francisco, Denver, and Chicago.

LinkShare is proud to receive financial, operational and strategic support from Mitsui & Co., Ltd. (MITSY, Trade), Mitsui & Co. (U.S.A), Inc., Internet Capital Group (ICGE, Trade), and Comcast Interactive Capital, an affiliate of Comcast Corporation (Nasdaq: CMCSK; CMCSA). Please visit http://www.linkshare.com for more information.

About Deloitte & Touche Technology, Media & Telecommunications (TMT) Group

The TMT Group is composed of service professionals who have a wealth of experience serving technology, media and telecommunications companies throughout the world in areas including cable, communications providers, computers and peripherals, entertainment, media and publishing, networking, semiconductors, software, wireless, and related industries. These specialists understand the challenges that these companies face throughout all stages of their business growth cycle and are committed to helping them succeed. Deloitte & Touche is a leader in providing strategic, financial and operational assistance to its technology, media and telecommunications clients. This press release may contain forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of LinkShare`s future performance, additional financing requirements, and the effect of economic conditions in the B2C and B2B e-commerce market.

SOURCE LinkShare Corporation


Wendy Elman of LinkShare Corporation, [phone] ext.358,
[e-mail]

http://www.linkshare.com

Copyright (C) 2003 PR Newswire. All rights reserved.

[Dr.Spezialist]

PHILADELPHIA, Sep 30, 2003 /PRNewswire via COMTEX/ -- ICG Commerce, a leading procurement services provider, announced today that it has secured an extension of its procurement outsourcing contract with IT services specialist QualxServ.

The outsourcing engagement focuses on QualxServ`s largest and most strategic external purchase as an organization: contract labor services. From sourcing to purchase-to-payment transaction and vendor management, the ICG Commerce team provides the full range of purchasing expertise, resources and technology needed to strategically automate and manage all aspects of subcontract labor procurement on QualxServ`s behalf.

"Although our services are predominantly delivered by employees, we do complement our workforce with subcontractors as engagements require, so the procurement of subcontract labor is something we take very seriously," said Bob Lerner, chief executive officer of QualxServ. "We decided to outsource the function to ICG Commerce because we knew they possessed both the category expertise and the technical know-how to help us find the right group of vendor partners and make the financial aspects of working together as efficient as possible. We look forward to continuing and expanding our partnership with ICG Commerce to bring additional tools and resources to both the commercial and government sectors of our business."

The latest contract extension between QualxServ and ICG Commerce calls for the implementation and management of ICG Commerce`s Professional Services procurement module, a component of the company`s comprehensive set of fully hosted sourcing, purchasing and payment tools. This module will automate the entire purchase-to-pay process and has been designed to completely eliminate the back end invoice reconciliation process that plagues service related categories. In addition, the technology is completely integrated with QualxServ`s proprietary project management and dispatch systems. As a result, the company`s project managers have complete visibility into request status, real-time labor tracking, invoicing and payment.

QualxServ`s push to automate services procurement through ICG Commerce is in line with the results of a recent survey conducted by the Center for Advanced Purchasing Studies, which showed that while services spend is expected to increase by as much as 22 percent over the next year, three- quarters of the respondents still describe this area of procurement as either "difficult" or "very difficult" to manage when compared with buying goods.

Christa Degnan, research director for Aberdeen Group`s supply chain practice, is among the growing list of thought leaders calling for the use of outside resources and tools to address the issue. In a recent research brief, she wrote: "Companies that have forged ahead and begun to address services automation through customization of existing e-sourcing and e-procurement technologies -- as well as deployments of dedicated OSP (online services procurement) solutions -- are seeing significant return on investment."

"We are pleased to see that our work in the area of subcontract labor procurement is serving the client`s needs well," said Edward H. West, chairman and chief executive officer of ICG Commerce. "Because of the human factor involved, services procurement can be one of the most challenging buying categories to address. As QualxServ has found, outsourcing this function to a partner like ICG Commerce that has a comprehensive knowledge of the landscape can pay major dividends, not only from a cost savings perspective but also in terms of supporting the company`s objective to deliver top-quality service."

About QualxServ

QualxServ specializes in providing, technology deployment and field maintenance service for leading technology companies. QualxServ has over 1,500 technicians and 150 service locations throughout the United States. QualxServ`s service professionals have decades of experience and in-depth knowledge of the technologies that drive today`s business computing and communications. For more information, please visit www.qualxserv.com .

About ICG Commerce, Inc.

ICG Commerce is the leading Procurement Services Provider delivering total procurement cost savings through an unmatched combination of exceptional people and superior technology. ICG Commerce provides a comprehensive range of services to help companies identify savings through strategic sourcing, realize savings through implementation and transaction management and drive continuous improvements through category management. ICG Commerce, Inc., a privately held company founded in 1992, is a member of Internet Capital Group`s (ICGE, Trade) network of partner companies and has been named among Forbes` Best of the Web: B2B, honored as an UPSIDE Magazine Hot 100 company and a Global Logistics & Supply Chain Strategies Top 100 solution provider and had its executives recognized among iSource Business "Pros to Know". For more information, please visit www.icgcommerce.com .

SOURCE ICG Commerce

[Dr.Spezialist]

Im anderen Thread findet man ja koa News mehr
nur noch Angiftungen
69,2 Millionen in 2002
wahrlich wenn die dieses Jahr auch so eine Steigerungsrate haben , das mal 15 % nicht schlecht
Blackboard Ranks #1 in Education on Inc. 500 Fastest Growing Private Companies

More than 11,000% revenue growth in past five years lands Blackboard 1st in category, 6th overall

Washington, DC - 10/01/03 - Blackboard Inc., a leading enterprise software company for e-Education, is the fastest-growing privately held education company in the country according to the 23rd Annual Inc. 500 rankings.

In addition to leading its industry category, Blackboard’s 11,047% revenue growth from 1998 through 2002 earned the education software company a #6 ranking in the overall list of the Inc. 500 – the highest ranking of any Washington, D.C.-based company. Blackboard’s yearly revenue was $620,000 in 1998 and $69.2 million in 2002. The Washington metropolitan area led the nation with 41 local companies appearing on the list.

“The Internet has become the standard mode of communication and information sharing for educational institutions, from K-12 through the university level,” said Michael Chasen, CEO of Blackboard. “Our success is a direct result of our clients using Blackboard solutions every day to achieve measurable improvements in teaching and learning, and to broaden the student experience.”

“The entrepreneurs you’ll find on the Inc. 500 have the type of attitude we need to get this economy moving again,” said Inc. editor-in-chief John Koten. “For them, a tough market is not an excuse for poor performance, but an opportunity to innovate and rise above the competition.”

The full Inc. 500 rankings appear in the Inc. 500 Special Issue, which arrives on newsstands October 14.

[Dr.Spezialist]

ICG Commerce Awarded for Exceptional, Global Strategic Sourcing for Consumer Products Giant
Tuesday October 14, 8:05 am ET
Procurement Services Provider Featured in Global Logistics & Supply Chain Strategies Top 100 for Third Consecutive Year


PHILADELPHIA, Oct. 14 /PRNewswire/ -- Global Logistics & Supply Chain Strategies (GL&SCS) magazine, a leading industry periodical for senior-level supply-chain management executives, recently honored the strategic sourcing work procurement services provider ICG Commerce has performed for a global consumer products customer. The publication singled out the partnership as one of only seven premier case studies as part of this year`s GL&SCS Top 100, a listing of the supply chain industry`s top 100 vendors.
ADVERTISEMENT


The GL&SCS publication has stated that to make supply chains truly successful, companies need to rely on trusted partners. The Top 100 award was created to allow companies to nominate those partners whose day-to-day activities genuinely demonstrate the tenants of collaborative supply-chain management. The final listing of the GL&SCS Top 100 was developed with assistance from more than 20 consultants, industry analysts and users who have broad expertise in the solutions available. Those solution providers that made a significant impact on their customer`s efficiency, customer service and overall supply-chain performance exemplify this year`s list of leading-edge supply chain vendors. For the third consecutive year, ICG Commerce was nominated by one of its Fortune 100 procurement services customers.

The nomination cited ICG Commerce`s unique blend of quality e-sourcing tools, strategic sourcing methodologies and excellent knowledge of the diverse categories sourced including third-party containerized ocean transportation, LTL, MRO, tin-plated steel and personal computers. The customer also made note of ICG Commerce`s exceptional reach, with the sourcing process taking place on a global scale involving initiatives and teams in North America, Latin America and Asia.

As a leading procurement service provider, ICG Commerce has earned a reputation for its ability to help companies lower costs, achieve spend visibility and improve process efficiencies. ICG Commerce solutions identify savings through strategic sourcing solutions, realize savings through comprehensive implementation and transaction management and drive continuous improvement through category management.

Overall, ICG Commerce was selected for the GL&SCS Top 100 for its extensive category expertise, sourcing capabilities and its ability to achieve adoption within the customer`s internal stakeholder community. The nominating party explained: "They are pragmatic; they are aggressive; and most important of all, they get their hands dirty. ICG Commerce truly functions as part of the team."

For more about the GL&SCS Top 100 please see the August 2003 issue of GL&SCS at www.supplychainbrain.com .

About Global Logistics & Supply Chain Strategies

Global Logistics & Supply Chain Strategies, today`s premier magazine for senior-level supply-chain management executives, was created by Global Supply Chain Media, a division of Keller International Publishing LLC since 1996. GL&SCS is published monthly and can be found online at www.supplychainbrain.com .

About ICG Commerce, Inc.

ICG Commerce, Inc. is the leading Procurement Services Provider delivering total procurement cost savings through an unmatched combination of exceptional people and superior technology. ICG Commerce provides a comprehensive range of services to help companies identify savings through strategic sourcing, realize savings through implementation and transaction management and drive continuous improvements through category management. ICG Commerce, a privately held company founded in 1992, is a member of Internet Capital Group`s (Nasdaq: ICGE - News) network of partner companies and was named among Forbes` Best of the Web: B2B and honored as one of UPSIDE Magazine`s Hot 100 companies as well as an iSource 100 and a Supply Chain e-Business Top 100

[Dr.Spezialist]

Internet Capital Group Retains Investor Relations International for Strategic Communication Program
Thursday October 16, 9:00 am ET


LOS ANGELES--(BUSINESS WIRE)--Oct. 16, 2003--Internet Capital Group, Inc. (Nasdaq:ICGE - News), an information technology holding company that through its partner companies provides software and services to help businesses improve efficiency, reduce expenses and improve sales results, today announced that it has retained Investor Relations International (IRI) to lead a new investor relations effort.
As investor relations counsel for ICG, Los Angeles-based IRI will use its multi-pronged method to raise investor awareness of the Company, its progress in executing its strategy, and the Company`s outlook. The investor relations program is intended to raise ICG`s profile through a variety of media and through direct communications of publicly available information with money managers and current or prospective shareholders.

"IRI is a good fit for us given its ability to gain a wider audience on Wall Street for stories such as ours," said Walter Buckley, Internet Capital Group`s Chairman and CEO. "Over the past two years, we have implemented strategies to more rapidly reach or accelerate positive cash flow at our partner companies, strengthen our balance sheet, and increase our ownership of our most promising companies. We look forward to working with IRI in communicating our progress to the investment community."

Haris Tajyar, Managing Partner of IRI, commented, "We believe Internet Capital Group is a company in the right place at the right time. With a number of partner companies utilizing technology and the Internet to address business needs, ICG is well-positioned to benefit as corporate technology spending rebounds."

About IRI

Investor Relations International, Inc. (IRI) is a full-service investor relations firm serving clients from New York to China. The principals of IRI have received top industry awards for their investor relations programs for a number of high-profile companies, including, but not limited to, Starwood Hotels & Resorts Worldwide (NYSE:HOT - News), LJ International (Nasdaq:JADE - News), Taro Pharmaceuticals (Nasdaq:TARO - News) and Qiao Xing Universal Telephone (Nasdaq:XING - News). The firm`s principals have executed effective investor relations programs for dozens of public companies, ranging from emerging micro-cap companies to multinational corporations with market capitalizations in excess of $15 billion. For further information on IRI, please visit the firm`s Website at www.irintl.com.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

The statements contained in this press release that are not historical facts are forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the Company`s efforts to remain listed on the Nasdaq SmallCap Market, the uncertainty of future performance of our partner companies, debt obligations, acquisitions or dispositions of interests in additional partner companies, additional financing requirements, the effect of economic conditions generally, and in the information technology and e-commerce markets specifically, and other uncertainties detailed in the Company`s filings with the Securities and Exchange Commission. These and other factors may cause actual results to differ materially from those projected.



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

[Kwerdenker]

Eine gute, jedoch seeeehr späte Erkenntnis,
dass da was gut zu machen wäre

Mal sehen, ob der Markt dies noch goutiert.

KD

[brixC]

ohne Herrn Motzky bitte

Eure Meinung zu dieser Meldung ?

StreetInsider Alert for ICGE

Oct 20, 2003 (streetinsider.com via COMTEX) -- StreetInsider.com`s new company spotlight is Internet Capital Group, Inc. (Nasdaq: ICGE). ICG is a uniquely positioned information technology holding company that operates through a network of partner companies to deliver software and service solutions to customers. The Company is well positioned to benefit as corporate technology spending rebounds. As the IPO markets re-open, significant opportunities will emerge for ICG`s partner companies and ultimately ICG. The Company has made considerable progress in its three pronged strategy to improve results. ICG has increased its ownership percentage of its most promising companies, improved execution to move partner companies closer to cash flow positive, and strengthened its financial position. Visit www.streetinsider.com for the full profile of ICGE.

Disclaimer: This material is for informational purposes only and should not be construed as an offer or solicitation of an offer to buy or sell securities. StreetInsider.com is not a licensed broker, broker dealer, market maker, investment banker, investment advisor, analyst or underwriter. Please consult a broker before purchasing or selling any securities viewed on www.streetinsider.com or mentioned herein.

StreetInsider.com has been compensated $4000 from Investor Relations International on behalf of Internet Capital Group, Inc.


CONTACT: StreetInsider.com, Inc.
US Toll Free: 800-323-0153
[e-mail]
www.streetinsider.com

[Dr.Spezialist]

CommerceQuest Adds Seasoned Sales Executive to Management Team
Wednesday October 22, 8:07 am ET
Industry Veteran Herbert Till Tapped to Drive Sales Initiatives for Leading BPM Provider


TAMPA, Fla., Oct. 22 /PRNewswire/ -- CommerceQuest Inc. today announced the appointment of Herbert Till as Senior Vice President of Sales. Till will be responsible for leading CommerceQuest`s national sales team.
With nearly 25 years of experience in global sales, sales management and business development for both established and emerging software companies, Till brings exceptional understanding of the dynamics driving the growth of the BPM market having held senior sales positions at leading integration solution providers Mercator Software and webMethods. He joins CommerceQuest at a time when the company is seeing rapidly increasing demand for its TRAXION Business Process Management Suite.

Analyst organizations expect to see a significant uptake in the BPM market heading into 2004. "Customers are starting to drive significant organizational value through the instantiation of key processes," said Hollis Bischoff, Vice- President, META Group. "BPM solutions play a critical role in these initiatives. As a result, I am also starting to see key solution providers augmenting their ability to meet increasing customer demand."

"We are starting to see increased activity in the market and expect the BPM market will grow as forecasted over the next few years," said Lee White, President and Chief Operating Officer of CommerceQuest. "It is vital for CommerceQuest to have the skills on our team required for us to keep up with the demand from current and potential customers. We are very pleased to have Herb on board to develop and drive our software sales organization and expect that his experience will help CommerceQuest to grow far more rapidly than the industry."

Prior to joining CommerceQuest, Till served as vice president of global sales for Avao Corporation, a BPM software provider, where he managed all direct and indirect sales operations in North America and Europe. He has also previously worked for Mercator Software, directing strategic sales activities for EAI and BPM solutions to C-level executives of Global 1000 companies. Till gained additional experience in software sales working for such companies as webMethods, PeopleSoft, Oracle Corporation and Wang Laboratories.

"I am excited to join CommerceQuest at such an important time in the company`s evolution," Till said. "The company is very well positioned for success, and I look forward to contributing to CommerceQuest`s growth."

About CommerceQuest ( www.commercequest.com )

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (Nasdaq: ICGE - News) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com .

Contacts: Claudia Duch
CommerceQuest
813-639-6329
[e-mail]

Erika Hoeft
Ruder/Finn-Chicago
312-329-3913

[Dr.Spezialist]

Dow Jones Business News
Internet Cap Group 3Q Loss 12c/Shr
Thursday November 6, 6:17 pm ET


WAYNE, Pa. (Dow Jones)--Internet Capital Group Inc. (NasdaqSC:ICGE - News) swung to a third- quarter loss, as the most recent period was bogged down by a charge and the year-ago quarter included a large gain.
Internet Capital, which invests in companies in the business-to-business Internet market, said in a press release Thursday that its third-quarter loss was $35.7 million, or 12 cents a share, compared with a profit of $12.8 million, or 5 cents a share a year ago.

The most recent third quarter`s loss carried a $30.4 million noncash charge related to debt-for-equity exchanges, as well as a $8.8 million gain from reserve reversals and other items.

The year-ago quarter benefited from $48.2 million in gains related to a cash repurchase of notes, partially offset by $6 million in impairment and other charges.

Revenue for the quarter fell due to lower software and services revenue and the deconsolidation of two business partner companies. In addition, one of Internet Capital`s partner companies discontinued a product line.

Revenue fell nearly 19% to $22.2 million from $27.3 million a year ago.

Internet Capital said its private core companies posted positive aggregate EBITDA for the first time in company history. In addition to excluding interest, taxes, depreciation, amortization, the company`s EBITDA figure excludes stock- based compensation, restructuring charges and impairments.

The company`s private core companies reported a total of $2.8 million in aggregate EBITDA in the second quarter, compared with a year-ago loss of $6.4 million.

Internet Capital does not own its core companies in their entirety.


Internet Capital Group Inc. - Wayne, Pa.
3rd Quar Sept. 30:
2003 2002
Revenue $22,239,000 $27,338,000
Inc cont op (35,690,000) 17,661,000
Inc dis op .... (4,832,000)
Net income a (35,690,000) b 12,829,000
Avg shrs (diluted) 288,027,000 283,031,000
Shr earns
Inc cont op (.12) .06
Inc dis op .... (.01)
Net income a (.12) b .05

Figures in parentheses are losses.

a. Includes a $30.4 million noncash charge related to debt-for-equity exchanges, as well as a $8.8 million gain from reserve reversals and other items.

b. Includes $48.2 million in gains related to a cash repurchase of notes and $ 6 million in impairment and other charges.

-Thomas Derpinghaus; Dow Jones Newswires; 201-938-5400.

[Dr.Spezialist]

17%tige Beteiligung von ICGE
Bisschen lang aber dafür wichtig!


Press Release Source: Verticalnet, Inc.


Verticalnet Reports Financial Results for the Third Quarter of 2003
Thursday November 13, 4:06 pm ET
Major Restructuring Activities Completed, Management Focused on Business Growth


MALVERN, Pa.--(BUSINESS WIRE)--Nov. 13, 2003--Verticalnet, Inc. (Nasdaq:VERT - News), a leading provider of Strategic Sourcing and Supply Management solutions, today announced results for its third quarter ended September 30, 2003. Over the past 12 months, Verticalnet has largely reached its restructuring objectives, including the elimination of 90% of its long-term debt, the raising of $2.5 million in new equity, the removal of significant costs from its expense base, the settlement of much of its outstanding litigation, and the resolution of its Nasdaq listing issues. Having completed its major restructuring objectives, the Company is now better positioned to capitalize on growth opportunities in the Strategic Sourcing and Supply Management market space.
ADVERTISEMENT


Financial Results

Revenues for the quarter ended September 30, 2003 were $1.8 million, compared to $6.6 million for the quarter ended September 30, 2002. Revenues from Converge, Inc. were $0.1 million and $4.1 million for the third quarters of 2003 and 2002, respectively. As previously announced, Verticalnet and Converge amended their subscription license agreement resulting in the termination of obligations to Converge, and the recognition of $19.6 million in previously deferred revenues during the fourth quarter of 2002 that otherwise would have been recognized pro-rata through March 31, 2004.

Verticalnet`s net loss attributable to common shareholders for the quarter ended September 30, 2003 was $7.6 million, or $(0.46) per diluted share, compared to a net loss attributable to common shareholders of $32.6 million, or $(2.66) per diluted share, for the quarter ended September 30, 2002.

Verticalnet`s net loss attributable to common shareholders includes a loss of $5.7 million, or $(0.35) per diluted share, from an inducement charge related to Verticalnet`s repurchase of $6.4 million of convertible debentures, which was announced on July 30, 2003. The repurchase of the convertible debentures had the net impact of reducing Verticalnet`s obligations due September 27, 2004 from $7.1 million to $0.7 million, a cash use of $1.3 million, and a positive impact on shareholders` equity of $5.1 million. Under generally accepted accounting principles, the Company was required to record an expense equal to the excess of the fair value of the consideration issued (common stock, warrants, and cash) over the fair value of the shares issuable pursuant to the original conversion terms.

As of September 30, 2003, Verticalnet reported cash and cash equivalents of $4.2 million, compared to $5.6 million as of June 30, 2003. In addition to the use of cash attributable to operations, Verticalnet expended $1.3 million relating to the debenture repurchase and completed a private placement, announced on August 13, 2003, which raised net proceeds of $0.9 million. On October 15, 2003, Verticalnet announced that it had completed a second private placement transaction resulting in $1.6 million in net proceeds. Additionally, on October 22, 2003, Verticalnet settled its outstanding litigation with Silicon Valley Bank for $0.5 million. Giving effect to the second private placement transaction and litigation settlement, Verticalnet`s pro forma balance of cash and cash equivalents as of September 30, 2003 was $5.3 million.

Restructuring Largely Complete

Over the past 12 months, Verticalnet has successfully achieved a significant financial restructuring which was critical to Verticalnet`s ability to build its pipeline, provide comfort to customers and prospects, and create a stable financial platform upon which to focus sustained growth efforts. In aggregate, the impact of these actions over the past 12 months has included:

The elimination of over $25.4 million in total obligations
A $6 million reduction in annualized operating expenses
The settlement of a substantial portion of outstanding litigation
A demonstrated ability to access new capital
Since the end of the second quarter, Verticalnet has achieved several major restructuring milestones, including:

Repurchasing $6.4 million, or 90%, of its long-term debt
Raising $2.5 million in net new equity
Electing two new independent board members with deep software and financial expertise
Resolving Nasdaq listing issues
Settling a substantial portion of its outstanding litigation
"In the past year, we have cleaned up our balance sheet and reduced our expense base," said Gene S. Godick, Verticalnet EVP and CFO. "We expect that the restructuring and our resulting improved financial position will help us in current and future sales cycles. The third quarter came in slightly below our expectations due to the shifting of customer projects from the third quarter to the fourth quarter of 2003 and the first quarter of 2004. We believe that the third quarter was our trough quarter from a revenue standpoint and expect to demonstrate revenue growth in future quarters."

"We have made tremendous strides towards positioning Verticalnet as a leading provider of Supply Management solutions," said Nathanael V. Lentz, president and CEO of Verticalnet. "Verticalnet today is a company with highly satisfied and referenceable customers, minimal debt, an improved balance sheet, additional board depth, and a cost structure that better matches our current business. With restructuring activities largely complete, our management team is focused on growing the business. We believe we are now strategically positioned for future growth and profitability," Lentz continued.

Investment in Growth

Verticalnet has taken significant actions to accelerate the growth of the business. Over the past several quarters, Verticalnet has increased its focus on new customer generation activities, product development, and sales activities within existing customers. Recent highlights include:

Expansion of sales and marketing activities. Verticalnet has added seasoned Supply Management professionals to its sales team, which has grown every quarter through 2003. The increased resources applied to sales and marketing efforts have led to a growing pipeline that the Company expects to result in the addition of new customers in the coming quarters.
Launch of several significant marketing campaigns, most notably the Spend Diagnostic program. The Spend Diagnostic program enables Verticalnet prospects to experience the benefits provided by the Verticalnet Spend Analysis solution at no cost before committing to a software or services engagement. Reaction to the program has been overwhelmingly positive. To date, Verticalnet has performed 16 Spend Diagnostics, analyzing over $3 billion of corporate spending for prospective customers. Of the 16 diagnostics performed, Verticalnet has converted 11 opportunities into sales cycles that remain active today.
Continued traction with the existing customer base, with two customers implementing additional modules, and another customer initiating a pilot project on a new module. Since the end of the second quarter, Verticalnet has initiated over $2 million in new projects with existing customers.
Release of the Verticalnet Supply Management 5.0 suite. Version 5.0 delivers both a major increase in functionality as well as flexibility for Verticalnet`s customers. With Verticalnet Supply Management 5.0, companies can choose from eleven distinct modules, with an option to license the software on an enterprise-wide perpetual basis or on a low cost monthly subscription basis. The Company continues to dedicate resources to product innovation, with Version 5.1 scheduled for release in the first quarter of 2004.
"Verticalnet continues to be confident about the Supply Management solutions market space, and we are seeing increased interest in our Spend Analysis solution from existing customers, prospects, and industry analysts," Lentz said. "Our customers continue to exceed our expectations and increase their commitment to Verticalnet by both expanding their use of our solutions, and upgrading to the latest version of the software. This is a testament to the value we are delivering to them every day," Lentz continued. "We have ramped up our sales and marketing efforts to coincide with the completion of our restructuring activities. Our increased sales and marketing focus is beginning to bear fruit and we are anticipating several new customer announcements in the coming quarters."

Today Verticalnet also provided revenue guidance for 2003. For the quarter ending December 31, 2003, Verticalnet expects revenue to be in the range of $2.1 to $2.4 million, resulting in total revenue of $9.6 to $9.9 million for the year ending December 31, 2003. The Company expects to provide 2004 guidance in its fourth quarter earnings release. The Company`s forward-looking guidance may be impacted by various economic and other factors.

About Verticalnet

Verticalnet (Nasdaq: VERT - News) is a leading provider of Strategic Sourcing and Supply Management solutions that enable companies to identify, negotiate, realize, and maintain supply chain savings. Supply Management encompasses more than mere price reduction - requiring companies to balance price, performance, and risk resulting in a lower total cost of ownership. Led by the Spend Analysis solution that quickly provides companies with insight into enterprise-wide spending, Verticalnet`s full suite of Supply Management solutions enables companies to achieve lower prices, improved contract compliance, better supplier service, and shorter sourcing cycles. As a result, our customers recognize significant and sustainable savings in materials costs, inventory levels, and administrative costs - resulting in improved profitability. Verticalnet Supply Management is used by industry-leading organizations including IKEA, Lowe`s, MasterBrand Cabinets, Premier, and Valvoline. For more information about Verticalnet, please visit www.verticalnet.com.

Cautionary Statement Regarding Forward-Looking Information

This announcement contains forward-looking information that involves risks and uncertainties. Such information includes statements about Verticalnet`s expected third quarter, fourth quarter, and fiscal year 2003 financial results, anticipated new customers, future growth and profitability and scheduled product releases, as well as statements that are preceded by, followed by or include the words "believes," "plans," "intends," "expects," "anticipates," "scheduled", or similar expressions. For such statements, Verticalnet claims the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Factors that could cause actual results to differ from those contained in the forward-looking statements include, but are not limited to, the continued availability and terms of equity and debt financing to fund our business, our reliance on the development of our enterprise software and services business, competition in our target markets, our ability to maintain our listing on the Nasdaq Stock Market, economic conditions in general and in our specific target markets, our ability to use and protect our intellectual property, and our ability to attract and retain qualified personnel, as well as those factors set forth in Verticalnet`s Annual Report on Form 10-K for the year ended December 31, 2002 and Quarterly Reports on Form 10-Q for the quarters ended March 31, 2003 and June 30, 2003, which have been filed with the SEC. Verticalnet is making these statements as of November 13, 2003 and assumes no obligation to publicly update or revise any of the forward-looking information in this announcement.

Verticalnet is a registered trademark or a trademark in the United States and other countries of Vert Tech LLC.

-0-

Verticalnet, Inc.
Consolidated Statements of Operations - Unaudited
(In thousands, except per share amounts)

Three months ended Nine months ended
September 30, September 30,
------------------- -------------------
2003 2002 2003 2002
--------- --------- --------- ---------
Revenues:
Software license $52 $4,421 $326 $15,328
Services and maintenance 1,793 2,163 7,127 5,503
--------- --------- --------- ---------
Total revenues 1,845 6,584 7,453 20,831
--------- --------- --------- ---------

Cost of revenues:
Cost of software license (1) 182 193 545 879
Cost of services and
maintenance 548 1,275 1,831 4,208
--------- --------- --------- ---------
Total cost of revenues 730 1,468 2,376 5,087
--------- --------- --------- ---------

Gross profit 1,115 5,116 5,077 15,744
--------- --------- --------- ---------

Research and development 916 1,544 2,939 7,901
Sales and marketing 576 1,483 1,841 4,682
General and administrative 1,637 1,260 4,134 7,517
Restructuring and asset
impairment charges (reversals)
(8) (180) 28,911 (489) 30,677
Amortization expense - - - 2,112
--------- --------- --------- ---------
2,949 33,198 8,425 52,889
--------- --------- --------- ---------

Operating loss (1,834) (28,082) (3,348) (37,145)

Interest and other expense, net
(2) (3) (5,760) (4,513) (6,609) (11,072)
--------- --------- --------- ---------

Loss from continuing operations (7,594) (32,595) (9,957) (48,217)

Discontinued operations: (4)
Income from operations of
discontinued operations - - - 8,508
Loss on disposal of
discontinued operations - - - (165)
--------- --------- --------- ---------
Net loss (7,594) (32,595) (9,957) (39,874)

Preferred stock dividends and
accretion - - - (3,861)
Repurchase of convertible
redeemable preferred stock (5) - - - 101,041
--------- --------- --------- ---------
Income (loss) attributable to
common shareholders $(7,594) $(32,595) $(9,957) $57,306
========= ========= ========= =========

Basic income (loss) per common
share: (6)
Income (loss) from continuing
operations $(0.46) $(2.66) $(0.69) $4.24
Income from discontinued
operations - - - 0.74
Loss on disposal of
discontinued operations - - - (0.01)
--------- --------- --------- ---------

Income (loss) per common share $(0.46) $(2.66) $(0.69) $4.97
========= ========= ========= =========

Diluted income (loss) per
common share: (6) (7)
Loss from continuing operations $(0.46) $(2.66) $(0.69) $(4.15)
Income from discontinued
operations - - - 0.73
Loss on disposal of
discontinued operations - - - (0.01)
--------- --------- --------- ---------

Loss per common share $(0.46) $(2.66) $(0.69) $(3.43)
========= ========= ========= =========

Weighted average common shares
outstanding: (6)
Basic 16,336 12,247 14,482 11,539
Diluted 16,336 12,247 14,482 11,626

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

(1) Cost of software license is primarily comprised of royalty
expenses and cost of acquired technology. The cost of acquired
technology represents the non-cash amortization of acquired
technology which is being used in the current suite of products.

(2) During the three and nine month periods ended September 30, 2003
and 2002, the Company recorded a $5.7 million and a $2.9 million
inducement charge, respectively, relating to repurchases of its 5
1/4% convertible subordinated debentures.

(3) During the three and nine month periods ended September 30, 2002
the Company recorded impairment charges of $6.1 million and $11.3
million, respectively, for other than temporary declines in the
fair value of cost method investments. During the three and nine
months ended September 30, 2002, the Company also recorded a $4.8
million gain on the settlement of a put obligation with British
Telecommunications, Plc.

(4) Discontinued operations relate to the SMB business unit, which was
disposed of in June 2002.

(5) The Company repurchased all of its outstanding preferred stock for
$5.0 million in cash during the second quarter of 2002. The
difference between the carrying amount and the amount paid is
included in income attributable to common shareholders.

(6) All per share and share amounts reflect a 1:10 reverse stock split
which was effective July 15, 2002.

(7) Diluted income (loss) per common share for the three and nine
months ended September 30, 2002 excludes the preferred stock
dividends and the impact of the redemption of the preferred stock.

(8) For the three and nine months ended September 30, 2002, amounts
include a $27.5 million goodwill impairment charge. Of this
amount, $21.5 million related to the December 28, 2001 acquisition
of Atlas Commerce, Inc. and $6.0 million related to the Company`s
acquisition of Isadra, Inc. in August 1999. The remainder of the
2002 amounts relates to adjustments of the 2001 restructuring
charges. Restructuring and asset impairment reversals for the
three and nine months ended September 30, 2003 reflect the net
adjustments to the restructuring accrual.


Verticalnet, Inc.
Condensed Consolidated Balance Sheets
(In thousands)

Pro Forma
September 30, September 30, December 31,
2003 2003 (1) 2002
------------- ------------- -------------
(Unaudited) (Unaudited)
Assets
Current assets:
Cash and cash equivalents $4,217 $5,349 $7,979
Accounts receivable, net 1,213 1,213 1,586
Prepaid expenses and other
current assets (2) 1,097 1,097 3,892
------------- ------------- -------------
Total current assets 6,527 7,659 13,457

Property and equipment, net 239 239 912
Other investments 606 606 606
Other assets and intangible
assets, net 1,217 1,217 3,478
------------- ------------- -------------
Total assets $8,589 $9,721 $18,453
============= ============= =============


Liabilities and Shareholders` Equity
Current liabilities:
Current portion of long-
term debt and convertible
notes $801 $801 $415
Accounts payable and
accrued expenses 3,484 3,029 7,652
Deferred revenues 352 352 279
Other current liabilities 302 153 1,172
------------- ------------- -------------
Total current
liabilities 4,939 4,335 9,518

Long-term debt and
convertible notes - - 7,293

Shareholders` equity 3,650 5,386 1,642
------------- ------------- -------------
Total liabilities and
shareholders` equity $8,589 $9,721 $18,453
============= ============= =============


(1) Reflects the impact of the $1.8 million private placement of
equity, the $0.5 million settlement with Silicon Valley Bank and
the reclassification of $0.1 million of warrants upon
modification.

(2) Prepaid expenses and other current assets include $1.0 million of
short-term investments as of December 31, 2002.




--------------------------------------------------------------------------------
Contact:
Verticalnet, Inc.
David Kaplan, 610-695-2310
[e-mail]



--------------------------------------------------------------------------------
Source: Verticalnet, Inc.

[die_null]

Wichtig ???

[Dr.Spezialist]

Die Titel von VerticalNet gerieten heute an der Nasdaq stark unter Druck, nachdem das Unternehmen für das dritte Quartal einen Umsatzeinbruch auf 1,8 Millionen nach 6,6 Millionen Dollar im Vorjahr bekannt gegeben hatte. Der Softwarehersteller machte dafür die Neufassung von Lizenzvereinbarungen für sein Hauptprodukt Converse verantwortlich. Dies würde dazu führen, dass ein Großteil der Umsätze nun erst später verbucht werden könnten. Der Verlust pro Aktie lag bei 46 Cents nach 2,66 Dollar im Vorjahr.

VerticalNet verloren bislang 15,89 Prozent bei 1,27 Dollar.

Für 0 das zum Umsatzeinbruch.und was ist mit den Schulden
natürlich ist VerticalNet noch nihct das Vorzeigeunternehmen, da gibt es ja bessere
und zu Weihnachten wünsch ich mir mal einen konstruktiven von mir aus negativen Beitrag

[Dr.Spezialist]

CommerceQuest Announces Industry`s First Business Process Management Solution for the Worldwide Mobile Workforce
Monday November 17, 8:07 am ET
New Wireless Component Furthers Evolution Toward Real-Time Enterprise By Allowing Business Process Access Anywhere, Anytime


TAMPA, Fla., Nov. 17 /PRNewswire/ -- CommerceQuest Inc. today announced the upcoming availability of TRAXION mobile, a wireless component of its flagship product, TRAXION Business Process Management Suite (TRAXION BPMS). It is the first BPM solution designed specifically for the mobile workforce.
TRAXION BPMS is a comprehensive business process management suite based upon and supporting a services-oriented architecture. The suite enables companies to design, assemble, execute and optimize solutions that range from the most basic business processes to the most complicated back-office integration scenarios. TRAXION mobile takes BPM to a higher level by allowing business processes to be accessed and executed by employees, suppliers, customers, and partners from anywhere at any time via wireless devices such as smart phones and personal digital assistants (PDAs). Benefits of TRAXION mobile include higher productivity within the mobile workforce and improved process performance.

"TRAXION mobile is another innovation by CommerceQuest to provide customers with the most sophisticated BPM capabilities in the marketplace," said Paul Roth, CTO of CommerceQuest. "By serving the mobile workforce on a global scale, we have truly created a business solution to further the evolution toward the real-time enterprise."

Senior executives are increasingly aware of the need for solutions that provide the flexibility and visibility necessary to mange their businesses. According to Gartner, Inc. research, mobile devices are the biggest revolution in corporate data collection and distribution in a decade.(1) "We have seen an increase in the introduction of applications for mobile devices over the past six months," said Massimo Pezzini, Vice President, Gartner Research. "Vendors that can leverage mobile devices to provide real-time state management of key processes will be positioned to assist customers who are looking for more functionality for their mobile workforce than simple email."

Specific benefits of TRAXION mobile include:

* Improved collection of electronic information
-- Worldwide accessibility by users
-- Decreased time for data entry process
-- Reduced errors
-- Elimination of paperwork
-- Fewer office visits

* Improved access to information
-- Seamless bridge for mobile workforce to office
-- Increased transaction speed

* Use of smart phones and PDAs instead of laptops and Tablet PCs
-- Easier and convenient transport
-- Faster operating time
-- Lower purchase price and maintenance costs


TRAXION mobile suits any enterprise process that requires mobile access for the end user. Retail is one specific industry with a soaring demand for mobile solutions. Projects such as store openings require constant communication from the field. Details about tasks related to computer wiring and the set-up of point-of-sale systems are crucial to manage business processes and stay on schedule. TRAXION mobile facilitates store openings by enabling employees, suppliers or any project participant to make updates in real-time as projects are complete. As soon as processes are logged into the system, new phases of the store opening can begin without delay. In this environment, the benefits of TRAXION mobile extend beyond improved processes and worker productivity to the customer through increased interaction, satisfaction and retention.

In addition to enhancing business processes in retail, TRAXION mobile will help companies comply with the mandates established under the Sarbanes-Oxley Act. For example, employees can submit complaints about potentially fraudulent business activity using TRAXION mobile. The complaint details are recorded on a mobile device assuring employee confidentiality is maintained throughout the entire "whistle-blower" process. As soon as the possible business violation is logged, it is routed to the appropriate individual for investigation.

"TRAXION mobile gets the right information to the right place at the right time," said Sebastian Risse, director of product development for CommerceQuest. "By using technology such as Java and XML, TRAXION mobile can run on virtually any smart phone or PDA and utilize standard network connections to exchange information between the client and the server."

TRAXION mobile will be generally available on December 12. Visit www.commercequest.com for more information.

About CommerceQuest ( www.commercequest.com )

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (Nasdaq: ICGE - News) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com .

(1) "Gartner Says 45 Percent of U.S. Workforce is Using Some Form of Mobile Device," October 21, 2003
Contacts: Claudia Duch
CommerceQuest
813-639-6329
[e-mail]

Melissa Boehning
Ruder-Finn/Chicago
312-329-3975
[e-mail]




--------------------------------------------------------------------------------
Source: CommerceQuest

[Dr.Spezialist]

11-Nov-03 DOLANSKI, ANTHONY P.
Chief Financial Officer 50,000 Purchase at $0.4159 - $0.416 per share. $21,0002

Unverschämt kauft uns die Aktien weg. Hat der zuviel Kohle

[Dr.Spezialist]

View: Quarterly Data | Annual Data All numbers in thousands
PERIOD ENDING 30-Sep-03 30-Jun-03 31-Mar-03 31-Dec-02
Total Revenue 22,239 24,002 24,939 18,659
Cost of Revenue 12,884 14,579 15,428 9,572

Gross Profit 9,355 9,423 9,511 9,087

Operating Expenses
Research Development 2,536 3,833 5,461 (4,253)
Selling General and Administrative 12,515 15,505 18,849 11,487
Non Recurring (7,030) 2,993 (814) 1,688
Others 1,584 2,002 2,174 667

Total Operating Expenses 9,605 24,333 25,670 9,589


Operating Income or Loss (250) (14,910) (16,159) (502)

Income from Continuing Operations
Total Other Income/Expenses Net (18,288) (12,108) 6,216 (83,955)
Earnings Before Interest And Taxes (21,016) (24,540) (9,943) (3,343)
Interest Expense 4,348 4,622 4,668 3,893
Income Before Tax (25,364) (29,162) (14,611) (7,236)
Income Tax Expense - - - 179
Minority Interest (33) 1,044 1,434 (5,207)

Net Income From Continuing Ops (22,919) (30,596) (13,177) (93,736)

Non-recurring Events
Discontinued Operations - - - (8,956)
Extraordinary Items (12,771) 4,925 (4,925) 62,431
Effect Of Accounting Changes - - - -
Other Items - - - -


Net Income (35,690) (25,671) (18,102) (40,261)
Preferred Stock And Other Adjustments - - - -

Net Income Applicable To Common Shares ($35,690) ($25,671) ($18,102) ($40,261)

[JoergderBloede]

!

Dieser Beitrag wurde vom System automatisch gesperrt. Bei Fragen wenden Sie sich bitte an [e-mail]

[Dr.Spezialist]

Internet Capital Group Notified of Continued Nasdaq Listing
Monday December 15, 8:45 am ET


WAYNE, Pa., Dec. 15 /PRNewswire-FirstCall/ -- Internet Capital Group, Inc. (Nasdaq: ICGE - News) today announced its receipt of notice from the Nasdaq Stock Market regarding the continuation of its listing status on the Nasdaq SmallCap Market. Based upon the Company`s compliance with all SmallCap Market initial listing standards (other than the minimum bid price requirement), the Nasdaq Listing Qualifications Panel (the "Panel") has granted ICG an exception to the bid price requirement through January 30, 2004, to allow for further developments in the SEC rulemaking process.
This decision by the Panel reflects the amended rule change proposal submitted by the Nasdaq to the SEC on September 25, 2003. Under the proposed new rule change, SmallCap Market issuers may be afforded two 180-day "grace periods" to remedy a minimum bid price deficiency. Upon expiration of the two 180-day "grace periods," a SmallCap issuer would then be eligible for a third compliance period, up to its next annual meeting (but no later than two years from the initial notice of bid price deficiency), provided it met all of the SmallCap Market`s initial listing requirements, other than bid price, and provided the issuer "commits to seek shareholder approval for a reverse stock split to address the bid price deficiency at or before its next annual meeting, and to promptly thereafter effect the reverse stock split; and the shareholder meeting to seek such approval is scheduled to occur no later than two years from the original notification of bid price deficiency." In ICG`s case, Nasdaq has indicated that the rule change proposal would afford the Company an exception to no later than April 24, 2004. The SEC has not yet approved Nasdaq`s rule change proposal.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995The statements contained in this press release that are not historical facts are forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of our appeal to the Nasdaq Listing Qualification Panel, our ability to remain listed on the Nasdaq SmallCap Market, and other uncertainties detailed in the Company`s filings with the Securities and Exchange Commission. These and other factors may cause actual results to differ materially from those projected.

[Dr.Spezialist]

ICGE
Internet Capital Group, Inc. Nasdaq-SCM




Settlement
Date Short
Interest Avg Daily
Share Volume Days
to Cover
Dec. 15, 2003 3,478,168 15,549,908 1.00
Nov. 14, 2003 15,551,022 10,772,486 1.44
Oct. 15, 2003 15,822,725 14,316,497 1.11
Sep. 15, 2003 30,246,109 15,488,105 1.95
Aug. 15, 2003 19,051,645 6,138,792 3.10
Jul. 15, 2003 16,146,163 15,153,584 1.07
Jun. 13, 2003 18,175,548 10,841,942 1.68
May 15, 2003 14,035,561 4,497,404 3.12
Apr. 15, 2003 13,805,430 1,486,148 9.29
Mar. 14, 2003 13,808,358 2,117,764 6.52
Feb. 14, 2003 13,777,257 1,128,064 12.21
Jan. 15, 2003 13,528,601 3,774,197 3.58




Auch das ist sehr interessant

[Dr.Spezialist]

Wünsche Euch allen erstmal ein frohes gesundes 2004



Es gibt schon wieder positive Ratings
Stock Market Ratings by StockPickReport.com for Internet Capital Group, Baxter International, Tellabs, BP and Biogen



SHREVEPORT, La.--(BUSINESS WIRE)--Jan. 1,
2004--StockPickReport.Com (IARD#119079)
http://www.stockpickreport.com/?src=bwtop makes these short-term stock
recommendations:

Internet Capital Group (Nasdaq:ICGE) - BUY
http://www.stockpickreport.com/rating.php?sym=ICGEBaxter International Inc(NYSE:BAX)
(NYSE:BAX) - SELL
http://www.stockpickreport.com/rating.php?sym=BAXTellabs Inc(NASDAQ-NMS:TLAB)
(Nasdaq:TLAB) - WEAK BUY
http://www.stockpickreport.com/rating.php?sym=TLAB

BP (NYSE:BP) - WEAK BUY
http://www.stockpickreport.com/rating.php?sym=BP

Biogen (Nasdaq:BIIB) - BUY
http://www.stockpickreport.com/rating.php?sym=BIIB
If you`d like a complete list of all of our STRONG BUY stocks, visit: http://www.stockpickreport.com/creative/hilopr.asp?src=PR

WHAT THESE RATINGS MEAN:

StockPickReport.Com ranks stocks with a proprietary unbiased system of technical analysis. These ratings do not indicate a "long term" view of any company listed. These are ratings that reflect our opinion of a stock`s potential price movement over the next five to ten trading sessions. These ratings may change based on daily market conditions.

[Dr.Spezialist]

CommerceQuest to Support Linux for IBM eServer zSeries with BPM Product
Tuesday January 6, 8:03 am ET
PM4Data to Reduce High Administration Costs and Improve Data Access


TAMPA, Fla.--(BUSINESS WIRE)--Jan. 6, 2004--CommerceQuest Inc. today announced its intent to support Linux for IBM eServer zSeries with Process Manager for Data (PM4Data), a component of CommerceQuest`s TRAXION Business Process Management Suite (BPMS).
PM4Data allows CommerceQuest`s users to dynamically access and exchange local and remote files and databases across all systems, including mainframes. By supporting Linux for IBM eServer zSeries, PM4Data will allow users to consolidate multiple independent servers onto a single mainframe server, reducing high administration costs and complexity. The solution will also enable business integration, easy access to resources and the ability to respond more quickly to immediate business demands. Process Manager for Data is a non-intrusive solution that reduces the effort, cost and risk of integrating Linux for IBM eServer zSeries file and database information resources with new applications or dynamic business processes both within and between enterprises.

"CommerceQuest`s support of Linux for IBM eServer zSeries allows us to keep our customers` needs for reliable and cost-efficient process integration solutions a top priority," said Paul Roth, CTO of CommerceQuest. "Real-time accessibility to and deployment of business resources from this critical environment will enable our customers to be more successful in today`s fast-moving environment."

"IBM is pleased to have the support of leading firms in our efforts to provide the benefits of Linux for eServer zSeries to the market," said Rich Lechner, vice president of marketing IBM eServer zSeries. "Customers can look forward to leveraging both companies` expertise to help stay ahead of changing industry dynamics."

In addition to its intended support of Linux for IBM eServer zSeries, PM4Data provides the following benefits to its users:

Highly automated processing of bulk-based data in a scalable solution
Reliable movement of files and data between systems
Ability to react quickly to changes within the organization with a unified integration framework
Extending the value of an organization`s system through a service-oriented architecture
CommerceQuest`s support of Linux for IBM eServer zSeries is scheduled for general availability in September 2004. For more information about Linux for IBM eServer zSeries, please visit http://www-1.ibm.com/servers/eserver/zseries/os/linux/. For more information about PM4Data and TRAXION BPMS, please visit www.commercequest.com.

About CommerceQuest (www.commercequest.com)

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (Nasdaq:ICGE - News) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com.



--------------------------------------------------------------------------------
Contact:
CommerceQuest
Claudia Duch, 813-639-6329
[e-mail]

[Dr.Spezialist]

Press Release
FORTUNE 500™ Pharmaceutical Company Licenses Verticalnet Spend Analysis
Pharmaceutical and Healthcare Products Giant to Use Verticalnet Spend Analysis to Drive Enterprise-Wide Strategic Sourcing Initiatives.

Malvern, PA, January 6, 2004 — Verticalnet, Inc. (Nasdaq: VERT), a leading provider of Strategic Sourcing and Supply Management solutions today announced that one of the world`s largest research-driven pharmaceutical and health care products companies has licensed the Verticalnet® Spend Analysis solution. The FORTUNE 500™ pharmaceutical company with over 50,000 employees will use the Verticalnet solution to gain global visibility into its direct and indirect materials spending and drive strategic sourcing initiatives across its major divisions and more than 40 disparate spend data sources, including its SAP system.

“We are excited to announce this addition to our growing list of customers,” said Nathanael V. Lentz, president and CEO of Verticalnet. “Our selection by one of the world’s largest pharmaceutical companies is further validation of our ability to bring clarity and insight into an environment characterized by fragmented and complex spend data. We look forward to helping them achieve their supply management objectives and lower their total cost of ownership for direct and indirect materials.”

About Verticalnet
Verticalnet (Nasdaq: VERT) is a leading provider of Strategic Sourcing and Supply Management solutions that enable companies to identify, negotiate, realize, and maintain supply chain savings. Supply Management encompasses more than mere price reduction– requiring companies to balance price, performance, and risk resulting in a lower total cost of ownership. Led by the Spend Analysis solution that quickly provides companies with insight into enterprise-wide spending, Verticalnet`s full suite of Supply Management solutions enables companies to achieve lower prices, improved contract compliance, better supplier service, and shorter sourcing cycles. As a result, our customers recognize significant and sustainable savings in materials costs, inventory levels, and administrative costs – resulting in improved profitability. Verticalnet Supply Management is used by industry-leading organizations including, IKEA, Lowe’s, MasterBrand Cabinets, Illinois Tool Works, Premier and Valvoline. For more information about Verticalnet, please visit www.verticalnet.com.

Verticalnet is a registered trademark or a trademark in the United States and other countries of Vert Tech LLC.

[Dr.Spezialist]

Internet Capital Group Provides Interim Update
Monday January 12, 4:03 pm ET


WAYNE, Pa., Jan. 12 /PRNewswire-FirstCall/ -- Internet Capital Group, Inc. (Nasdaq: ICGE - News), today issued an interim update for the investment community. Since its third quarter earnings release on November 6, 2003, the following events transpired:
-- Continued Nasdaq listing through April 24, 2004 based on Company`s
commitment to seek stockholder approval for reverse split unless the
Company`s bid price closes at or above $1.00 for a minimum of ten
consecutive trading days: In September 2003, Nasdaq submitted a
proposal to the SEC that would afford SmallCap Market issuers
additional grace periods to remedy a minimum bid price deficiency.
Under the proposal, an issuer could receive up to a two-year grace
period provided that it continued to meet certain listing requirements
and provided that it committed to seek stockholder approval for a
reverse stock split to address the bid price deficiency at or before a
meeting scheduled to occur no later than two years from the original
notification of bid price deficiency. ICG`s two-year deadline expires
on April 24, 2004.

The SEC has approved the proposed rule change regarding grace periods.
Based on the SEC`s approval of this proposed rule change, Nasdaq has
notified the Company that in order to remain listed, it must commit to
seeking stockholder approval for a reverse stock split sufficient to
remedy its bid price deficiency prior to April 24, 2004.

On January 9, 2004, the Company notified Nasdaq of its determination
that, if its stock price does not regain compliance with the SmallCap
Market`s minimum bid price requirement, it will seek to obtain
stockholder approval by April 24, 2004 for a reverse stock split
sufficient to support the Company`s compliance with the requirement.
Based on this determination, today Nasdaq granted ICG an exception to
the bid price requirement through April 24, 2004. In the event that
the Company`s business prospects change in the future such that its
Board decides that a reverse stock split is no longer in the best
interests of the stockholders, the Company may change its decision to
engage in the reverse stock split. The Board has not established the
terms of a reverse split, but will consider the appropriate terms in
light of prevailing market conditions.

-- Debt Update: The Company has continued to enter into agreements to
exchange shares of common stock for its 5 1/2% convertible
subordinated notes. At January 9, 2004 the outstanding balance of the
notes, which are due December 2004, is $147.2 million and the
outstanding common shares amount to 500.8 million.

Under Statement of Financial Accounting Standards No. 84, "Induced
Conversion of Convertible Debt", the Company is required to record a
non-cash accounting expense equal to the fair value of shares issued
in excess of the fair value of shares issuable pursuant to the
original conversion terms. As such, the Company`s 2003 fourth quarter
results will include a non-cash charge of approximately $35 million
relating to exchanges.

-- Liquidity: ICG`s corporate cash position at December 31, 2003 was
approximately $51 million compared with $56 million at the end of the
third quarter of this year. During the fourth quarter, the Company
received $3.4 million in cash monetizations (principally escrow
releases), paid the semi-annual interest payment of $4.8 million,
funded $2.4 million to existing partner companies and paid $1.2
million in corporate and other net costs. The market value of our
public securities was approximately $36 million as of January 9, 2004.
This reflects our investments in our four public partner companies
which include: 6.9 million shares of eMerge Interactive
(Nasdaq: EMRG - News), 1.6 million shares of Onvia (Nasdaq: ONVI - News), 1.1
million shares of Universal Access (Nasdaq: UAXS - News) and 2.9 million
shares of Verticalnet (Nasdaq: VERT - News).

-- Partner Company Activity:
eMerge Interactive (Nasdaq: EMRG - News) recently announced that its animal
tracking system, CattleLog(TM), has been designated as a Process
Verified Program (PVP) by the United States Department of Agriculture
(USDA). The system allows ranchers and feedlot owners to collect and
track information on individual cattle, which may prove helpful in
providing source and custody information for animal health
emergencies, including foot-and-mouth-disease and BSE. eMerge is the
first USDA-approved provider of individual animal identification and
life history tracking services.

Verticalnet, Inc. (Nasdaq: VERT - News) recently announced that one of the
world`s largest pharmaceutical and health care products companies has
licensed the Verticalnet(R) Spend Analysis solution. The FORTUNE
500(TM) pharmaceutical company with over 50,000 employees will use the
Verticalnet solution to gain global visibility into its direct and
indirect materials spending and drive strategic sourcing initiatives
across its major divisions and more than 40 disparate spend data
sources, including its SAP system.

OneCoast Network Holdings, Inc. ("OCN") sold substantially all of its
assets to an unrelated third party on December 31, 2003. The proceeds
from the sale were used to satisfy OCN`s bank debt, which had been
guaranteed by ICG. ICG has retained a small minority stake in the
acquiring company.


For the nine months ended September 30, 2003 OCN represented approximately $18 million of the Company`s consolidated revenue of $71.2 million, while OCN`s net results of operations were not significant to the Company`s consolidated net loss. The Company will record an approximate $11 million non-cash charge related to this transaction.

"We are pleased with the progress we made on several fronts. We have reduced our debt to $147 million, reflecting our ongoing effort to improve our balance sheet while focusing on our primary mission of driving our partner companies to profitability," said Walter Buckley, ICG`s chairman and CEO. "The disposition of OCN provided us the opportunity to reduce our future funding commitments, allowing us to focus our resources, both human and financial, on those partner companies that we believe hold the greatest potential to deliver long-term stockholder value."

[Dr.Spezialist]

Pringle of Scotland Selects Freeborders Solutions to Improve Product Lifecycle Management

Inventor of Argyle Knitwear Seeks to Speed Luxury Fashion Lines to Market

SAN FRANCISCO, January 6 /PRNewswire/ -- Freeborders today announced that luxury fashion brand, retailer and manufacturer Pringle of Scotland Ltd., which is making waves in the luxury goods sector, will use Freeborders Product Development solution to accelerate the process of getting its high-quality luxury products to market.

The Freeborders solution is expected to shorten product development for Pringle by facilitating accurate and instant product information sharing with its supply chain partners worldwide. Pringle, supplier to the royal family and international celebrities, has chosen Freeborders, a leading provider of Product Lifecycle Management (PLM) solutions, for its experience in helping leading brands and retailers to increase profits as they improve product processes.

"As Pringle expands its luxury brand offer which is now sold around the world, we have to find ways to expedite the delivery of our products to market," said Allan Thompson, IT Director of Pringle. "Improving visibility in our supply chain using Freeborders Product Development solution and services will be a driving force in achieving this strategy." Pringle¡äs luxury brand is known for some of the finest and most glamorous cashmere in the world and offers a full collection as catwalked in London and Milan. Now, with a newly launched accessories range, Pringle will benefit from Freeborders¡ä ability to help manufacturers realise faster product development cycle times, better inventory management and improved supplier collaboration. Pringle joins other leading Freeborders customers such as Saks, DuPont, Gap, J. Crew, Marc Jacobs and Liz Claiborne in optimising development processes for competitive gain.

"Helping brands like Pringle create effective product lifecycle solutions is what we do best," said Mark Harrop, Freeborders Managing Director, Europe.

"We have vast experience in helping over 350 of the top retail brands worldwide to develop better quality products in shorter product cycles. Improvements in effective collaboration and prompt product cycle times is the last frontier for savings for the retail industry."

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, decrease lead times, improve inventory management, and ensure quality.

[Dr.Spezialist]

USDA Approves eMerge`s Animal Tracking System, CattleLog, As A Process Verified Program (PVP)

CattleLog is the first animal tracking solution to receive USDA`s PVP certification
CattleLog can assist in containing animal health emergencies and individually tracking the nation`s cattle supply
SEBASTIAN, Fla., January 7, 2004 - eMerge Interactive, Inc. (NasdaqSC: EMRG), a technology company providing VerifEYE™ food safety systems, individual-animal tracking and database management services, today announced its CattleLog™ system has been designated as a Process Verified Program (PVP) by the United States Department of Agriculture`s (USDA) Agricultural Marketing Service.

eMerge`s CattleLog system provides individual animal data-collection and reporting tools to cattle producers, meat packers and retailers and is capable of tracking the nation`s cattle supply, which may prove helpful in providing source and custody information for animal health emergencies, including foot-and-mouth disease and BSE. Almost 800 current customers are already using CattleLog to track cattle, monitor their supply chains, and assure their customers that their cattle meet specific criteria.

The PVP designation is designed to provide livestock and meat producers an opportunity to assure customers of their ability to provide consistent, quality products by having their written manufacturing processes confirmed through independent, third-party audits. The USDA Process Verified Program uses the International Organization for Standardization`s ISO 9000 series standards for documented quality management systems as a format for evaluating documentation. To qualify, companies must submit documented quality management systems and successfully pass extensive onsite audits.

"We are very pleased to receive the PVP designation from the USDA for our CattleLog animal tracking and database management system," stated David C. Warren, eMerge`s President and Chief Executive Officer. "We have developed what we believe is the best data collection and animal tracking solution serving the U.S. beef industry. By gaining USDA approval, which involved a comprehensive approval process that began in June 2003, eMerge becomes the first USDA-approved provider of individual animal identification and life history tracking services. The PVP designation provides independent verification that our policies and procedures are designed to ensure the integrity and security of the data collected with our systems. CattleLog is designed to be a key tool that allows our customers, from small operators to commercial feedlots, to track and identify animals through the supply chain at a time of growing need."

"As evidenced by the recent discovery of BSE in the U.S., cattle identification and tracking are priority issues to the U.S. beef industry," continued Mr. Warren. " With this government-verified system, eMerge`s customers are able to manage and gain visibility into their cattle supply chain with confidence, knowing that the eMerge system has received this quality designation. In addition, we are confident that eMerge`s CattleLog system will accommodate USDA`s national animal identification requirements as they are finalized."

About eMerge Interactive
eMerge Interactive, Inc. is a technology company providing VerifEYE™ food safety systems, individual-animal tracking and database management services to the beef-production industry. The Company`s individual animal- tracking technologies include CattleLog™, an exclusive USDA Process Verified Program providing data-collection and reporting that enables beef-verification and branding. The Company`s food-safety technologies include VerifEYE™, a meat-inspection system that was developed and patented by scientists at Iowa State University and the Agricultural Research Service of the USDA for which eMerge Interactive holds exclusive rights to its national and international commercialization.

About USDA Process Verified Program
For more information regarding the USDA`s Process Verified Program go to http://processverified.usda.gov.

This release contains "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995, including statements containing words such as "anticipates," "believes," "expects," "intends," "may," "will" and words of similar meaning. These statements involve various risks and uncertainties. A number of factors could cause actual results to differ materially from those described in these forward-looking statements, including the acceptance by our customers of electronic commerce as a means of conducting business, our ability to grow revenue and margins, our ability to implement our acquisition and expansion strategy, the impact of competition on pricing, the impact of litigation, general economic conditions and other factors discussed in this release and as set forth from time to time in our other public filings and public statements. Readers of this release are cautioned to consider these risks and uncertainties and to not place undue reliance on these forward-looking statements.

[Dr.Spezialist]

Partner Company Partner Since ICG Owns Location Industry Focus
Blackboard, Inc. 1998 15% DC e-Education
CommerceQuest, Inc. 1998 80% FL Any-to-any business integration software and services
CreditTrade, Inc. 2000 30% UK Credit Products
eCredit.com 2000 42% MA Financial Services
eMerge Interactive, Inc. (EMRG) 1999 18% FL Livestock
Freeborders, Inc. 2000 48% CA International Trade
GoIndustry AG (combined w/ Assettrade.com) 2000 31% GRMY Surplus Equipment
ICG Commerce Holdings, Inc. 1999 75% PA Procurement services and sourcing
Investor Force Holdings, Inc. 1999 38% PA Institutional investment management
iSky, Inc. 1996 25% MD Customer care and relationship management
LinkShare Corporation 1998 40% NY Affiliate Marketing
Marketron International, Inc. 2000 40% DE Media
OneCoast Network Holdings, Inc. (fka USGift.com, Inc.) 1999 97% GA Wholesale distributor
StarCite, Inc. 1999 17% PA Corporate Meetings and Events
Syncra Systems, Inc. 1998 31% MA Supply-chain collaboration solutions
Universal Access Global Holdings, Inc. (UAXS) 1999 9% IL Telecommunications
Verticalnet, Inc. (VERT) 1996 17% PA Industrial Services

[Dr.Spezialist]

Partner Company Partner Since ICG Owns Location Industry Focus
Agribuys, Inc. 2000 27% CA Web-based procurement services for the food industry
Anthem/CIC Venture Fund LP (fka eColony) 2000 9% NY Incubation, United States
Arbinet-thexchange, Inc. 1999 3% NY Telecommunications
Captive Capital Corp. (fka eMarket Capital, Inc.) 2000 5% PA Commercial Lease Financing
ClearCommerce Corporation 1997 11% TX e-Commerce transaction software and services
ComputerJobs.com, Inc. 1998 46% GA Technology Employment
Co-nect, Inc. (fka Simplexis.com) 2001 36% MA Education
Emptoris, Inc. 2000 9% MA E-commerce Sourcing
Entegrity Solutions Corporation 1996 2% CA Application security software and services
FuelSpot.com, Inc. 2000 9% MA On-line Bulk Energy Commodity Sales and Trading
Jamcracker, Inc. 1999 2% CA Enabling Technologies, Strategic Consulting, and Systems Integration
Mobility Technologies, Inc. (fka Traffic.com) 1999 3% PA Traffic Information
Onvia.com, Inc. (ONVI) 1999 22% WA Small Business Services
Tibersoft Corporation 2000 5% MA Food

[Dr.Spezialist]

von Walter Buckley.

Forging A Customers-to-Business World

Business-to-business e-commerce is not evolutionary in nature. This is a revolution. It’s going to completely change how we all do business — from the ground up, not just within the four walls of an organization, but throughout the entire supply and demand chain. This is just the first inning of the game, and while we may have taken a rain delay based on the market conditions, it’s going to be enormous.

B2B is not about technology. It’s about designing, reevaluating and building new and better business processes. The technology is an enabler. The computer industry has been evolutionary. We’ve automated the ways we do business, and we’ve driven efficiencies and productivity, but not in a revolutionary fashion. E-commerce is redesigning how we do business. Once you get that information, that visibility, the productivity gains will be tremendous.

As we look at e-commerce, versus what we’ve seen in technology over the last 15 years, one striking thing occurs. Unlike the client server, which was primarily within the four walls of an organization, e-commerce spans the entire supply chain, from your customers all the way to your suppliers, and can provide for the first time an integrated view of your world.

The example we like to use is Cisco. For instance, there are two people in its travel and entertainment department who manage the company’s 19,000 employees and can report back within three days on any issue, resolution or problem. That’s what redesigning a business process is all about.

On the supply side, Cisco increased its manufacturing capacity over the last five years by just less than 50 percent, while the business has grown 300 to 400 percent. Through supplychain relationships, it outsourced manufacturing and much of its component design. Then it created an integrated, collaborative network to develop and manufacture its products. The savings are enormous.

On the sales side, where a significant amount of the value in B2B e-commerce is going to accrue, Cisco implemented a state-of-the-art customer-service and order-entry Web site. The company estimates that it saved hiring more than 1,000 support engineers at a cost of roughly $200 million per year. Every one of us can generate those kinds of savings once we begin to redesign and redeploy how we do business.

We see B2B evolving in three stages: technology infrastructure and software, horizontal services and vertical marketplaces. Efforts to establish an e-commerce technology infrastructure, which allows companies to automate relationships with customers, have occurred on the procurement side. Oracle, i2, Ariba, RightWorks and NetVendor are beginning to see enormous traction there.

Horizontal services enable e-commerce. In the B2B world, ordered goods must arrive on time and undamaged, so logistics, finance, credit, insurance and risk management need to be in place. Last July, eCredit.com, an ICG partner company that provides online credit evaluation and support for Global 2000 companies, processed 2,000 transactions; by October, that number jumped to 12,000. So we’re just at the inflection point.

There are two types of vertical marketplaces, which bring buyers and sellers together to facilitate transactions. In fragmented marketplaces, there are many buyers and sellers, and in between, lots of confusion. An e-marketplace brings these buyers and sellers together in a more organized, coherent and efficient fashion. A case in point is a two-year-old ICG partner company called eMerge Interactive, which is in the beef-production industry. By the third quarter of 2000, it had helped facilitate the sale of more than 600,000 head of cattle, up 85 percent from the first quarter. The value eMerge is bringing to ranchers, meat producers and packagers, and potentially end customers, is enormous.

Concentrated marketplaces are where there’s just one or a few major buyers or suppliers that control what goes on in that market. Progress is much slower, for a couple of reasons. The industries have more complex supply chains and distribution channels, plus there also are significant behavioral changes that need to occur. That’s probably the hardest challenge.

Now is a time to be aggressive. Look within your organization and evaluate each and every one of your processes. Once you create new business processes, then select the appropriate technology to run them. We’ve seen the inverse, where companies begin by buying technology and then say, “What am I going to do with it now?” Remember, this is not about technology.

The last year’s dot-com revolution was probably healthy in some respects, but defensive in many. Now it’s time for all of us, whether we’re an Internet company or a Global 2000 company, to come together and embrace this opportunity to transform the economy.

Reward innovation. The folks doing this are changing behavior. That’s tough, so it’s important to get all the project leaders together, let them talk about their successes and their failures, and reward those who deliver the biggest impact to the company.

Seek partners who share your vision and can help you steer through these uncharted waters, because there are very few shining stars out there. So we need to create those shining stars. Finally, enjoy the ride. You will never experience another one like it.

— BW

Internet Capital Group is a leading B2B e-commerce company that provides operational assistance, capital support, expertise and a strategic network of business relationships to more than 70 partner companies.

[Dr.Spezialist]

Da hat sich einiges getan
lasst euch vom Kurs nicht schrecken, e s wird nochmal rasiert.
bis denne

[Dr.Spezialist]

Auch hier hält ICGE 3 % , nicht viel aber gute Wachstumsraten.
Aus ragingbull kopiert:
Arbinet-thexchange Year 2003 in Review


Arbinet-thexchange Posts 14th Consecutive Quarter of Growth
with Membership up to 298; Minutes Increase 57%

New Brunswick, NJ - January 13, 2004 - Arbinet-thexchange, the full-service trading solution for buyers and sellers of voice minutes, said its 4th quarter was its 14th consecutive quarter of growth. Trading was up 57%, at 7.9 billion minutes in 2003, compared to 5.0 billion minutes in 2002. In addition, Membership on thexchange has grown to 298 Members, currently trading at an annual rate of more than 9 billion minutes, powered by the company`s record 775 million minutes in December.

Thexchange completed a series of initiatives in 2003 to expand the geographic coverage, scope and scale of the Company services to improve Member profitability.

Geographic Coverage

Launch of Frankfurt Exchange Delivery Point Expands Access to Members

In May thexchange introduced a virtual Exchange Delivery Point (vEDP) in Frankfurt/Main, Germany. From there Members can trade on the London EDP without incurring long-haul transport cost. Central to the advantages the Company offers the world`s telecommunications carriers is the proposition that a single connection to thexchange allows a Member to trade with all other companies on thexchange.

Scope

SelectRoutingsm Retail Solution for Premium Traffic Delivers Bilateral Quality

In September thexchange introduced SelectRoutingsm. SelectRoutingsm pre-qualifies retail quality routes and extends thexchange benefits of liquidity, price improvement and centralized settlement to this segment of Member traffic. It assures the stability and performance of routes through pre-testing for seven consecutive days against quality benchmarks and through ongoing performance checks that continuously verify the route Select status.

Thexchange simultaneously introduced a number of platform improvements to thexchange core service, now called PrimeRoutingsm. These included enhanced order entry, delivered ASR matching and routing prioritization by TQIsm, thexchange Quality Index.

Scale

New Packet Switches Double Throughput Capacity

Thexchange enhanced trading capacity when it installed new packet switches in the New York and London EDPs in March. Thexchange can now process more than twice the number of busy hour call attempts (BHCA) compared with just one year ago. The physical footprint of the new platform is 32 square feet. A similarly configured legacy switch requires 1,600sf. This allows the Company to expand to new physical locations at a greatly reduced cost.

Patent Pending Call Screening Processor Improves Switch Utilization; Will Be Used to Allocate Call Attempts to Sellers

The lack of intelligence in traditional TDM switch architecture requires a trial and error method to complete calls. This process wastes expensive switch processing power, causes signaling congestion and ties up voice trunk capacity. In June, Arbinet-thexchange introduced a capacity management system that uses an innovative call screening processor in conjunction with signal transfer points (STPs) and external databases. It analyzes metrics such as the number of call attempts that succeed versus the number returned. Unmatched calls are released back to senders after a database lookup and before these calls consume switch CPU.

The call screening processor will also be used to throttle call attempts to sellers which have limited far end capacity and for those sellers who simply wish to cap the volume they receive from thexchange for a particular route.

Management Commentary

"In 2003 we focused on delivering added capabilities to help Members streamline their voice businesses," says J. Curt Hockemeier, President and CEO at Arbinet-thexchange. "This year we will continue to develop new ways Members can leverage thexchange to create savings. Our mission is to help carriers manage voice more profitably."

About Arbinet-thexchange

Two processes central to all telecom companies are selling access to their networks and routing calls off their networks to destinations worldwide. Arbinet-thexchange has created the liquid market and designed and built the world`s most advanced routing system to automate anonymous minutes trading between telecom companies. Nearly 300 Members use thexchange to reduce their cost of service, improve route quality and expand revenues by reaching new markets without extensive network build out.

A Member inputs trade parameters and the system automates sales and purchase order execution, complex calling code matching, call routing to specific breakout destinations and manages the quality of service of traded capacity. The system also handles the credit risk management, billing and commercial settlement aspects of these transactions. Arbinet-thexchange also distributes spot market transaction data that provides carriers with reliable pricing, quality and routing information for use in planning and negotiations. These products include: AXCESSCODESM calling code breakouts and AXCESSRATESM spot market price and quality data.

[Dr.Spezialist]

NEW YORK, Jan 23, 2004 /PRNewswire via COMTEX/ -- Last week over 200 e-commerce executives from around the world convened at the Harvard Club in New York City to address industry issues, including email spam and predatory advertising practices. LinkShare Corporation, who hosted the executive marketing summit, took the lead in opposing predatory advertising of any kind and announced its endorsement of the Online Browser`s Bill of Rights (OBBR). The OBBR was drafted to curtail the proliferation of what is commonly referred to as parasiteware, adware and most recently, BrowserSpam. BrowserSpam refers to the unsolicited advertisements or pop-ups, often created by downloadable software, that interfere with an end user`s browsing experience.

LinkShare is the first company providing affiliate marketing services to propose and proactively endorse the OBBR. As an industry leader, LinkShare`s endorsement is a significant step, as offenders often rely on affiliate commissions to sustain their businesses.

"LinkShare and its partners will not provide a safe haven for unethical advertisers. We view BrowserSpam as a threat to all ethical advertisers and online commerce. It impacts every user`s portal to the Internet and has the potential to destroy the consumer online shopping experience," states Stephen Messer, Chairman and CEO of LinkShare Corporation.

The Online Browser`s Bill of Rights includes the following core principles for online consumers:



1 - I have the right to affirmatively choose what software I download.
2 - I have the right to know when software on my computer is active or
operational.
3 - I have the right to control my own information.
4 - I have the right to use my computer my own way, for my own benefit.
5 - I have the right to terminate any software and any accompanying
services.

The OBBR is designed to protect consumers, establish clear rules on what is acceptable and what is not, provide a framework to operate business ethically, and protect affiliates and the affiliate community. LinkShare hopes to drive awareness and action across both consumers and businesses to control and eliminate BrowserSpam by blocking its revenue stream.

"LinkShare`s approach is to separate legitimate from unethical business models. We want to encourage technology that requires the user`s express permission and is value-add versus technology imposed on the user in the absence of consent," adds Messer.

To find out more about LinkShare`s Online Browser`s Bill of Rights, please visit www.linkshare.com.

About LinkShare Corporation

LinkShare Corporation is the leading provider of technology solutions to track, manage, and analyze the performance of sales, marketing, and business development initiatives. Combining patented technology, the reach and distribution of a robust network, and expert account management services, LinkShare empowers clients with the ability to collaborate with partners online and develop cost-efficient pay-for-performance campaigns. LinkShare facilitates these partnerships across multiple channels, providing the platform, tools, and reporting to help clients acquire new customers, increase revenues, drive results, and measure success. LinkShare clients are Fortune 500 and prominent companies doing business online, and include OfficeMax, J.C. Penney, 1-800-Flowers.com, AT&T Corp., American Express, Avon Products and Dell, Inc. LinkShare was founded in 1996 and is headquartered in New York City, with offices in San Francisco, Denver, and Chicago.

LinkShare is proud to receive financial, operational and strategic support from Mitsui & Co., Ltd. (MITSY, Trade), Mitsui & Co. (U.S.A), Inc., Internet Capital Group (ICGE, Trade), and Comcast Interactive Capital, an affiliate of Comcast Corporation (CMCSK, Trade)(CMCSA, Trade). Please visit http://www.linkshare.com for more information.

This press release may contain forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of LinkShare`s future performance, additional financing requirements, and the effect of economic conditions in the B2C and B2B e-commerce market.

SOURCE LinkShare Corporation

[Dr.Spezialist]

WAYNE, Pa., Jan 23, 2004 /PRNewswire-FirstCall via COMTEX/ -- Internet Capital Group, Inc. (ICGE, Trade) today announced that it has continued to exchange shares of its common stock for its 5 1/2% convertible subordinated notes due December 2004. At January 22, 2004 the outstanding balance of the notes is $96.8 million and the company has 606.7 million common shares outstanding.

"Reducing our debt to below the $100 million threshold is an important milestone for our company," said Walter Buckley, ICG`s chairman and CEO. "At this level we are better positioned and are actively pursuing refinancing opportunities to resolve the remainder of our convertible debt obligations. As we continue to drive our partner companies to profitability, retiring the outstanding convertible notes through exchanges or refinancing continues to be a top priority. Ultimately, we believe this improvement to our balance sheet, along with the growth of our partner companies, will result in long-term stockholder value."

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

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

SOURCE Internet Capital Group, Inc.

[Dr.Spezialist]

January 26, 2004 07:02
Von Snag kopiert, der Vollständigkeit halber
Michael Fox International, Inc. Adds Heavy Construction Equipment Expertise With Addition of Greg Forke and Kevin Duling
Jump to first matched term
Michael Fox International, Inc., the North American Arm of GoIndustry, Expands Services for Contractors and Dealers of Heavy Construction Equipment


BALTIMORE, Jan 26, 2004 /PRNewswire via COMTEX/ -- Michael Fox International, Inc., a leading global provider of asset disposition services, has announced that Greg Forke and Kevin Duling have joined Michael Fox and will serve as Co-Directors of The Construction Equipment Group, a Division of Michael Fox International, Inc. Both Forke and Duling are recognized experts in heavy construction equipment auctions and construction equipment appraisals having spent eighteen years working together at Forke Brothers, The Auctioneers, prior to forming their own company. Joining Forke and Duling as Advertising Director of The Construction Equipment Group is Marcia Stehlik, who also is a veteran of Forke Brothers. With this new team Michael Fox International adds one of the most experienced teams of heavy construction equipment, transportation, mining and agricultural equipment auctioneers and appraisers to Michael Fox`s global operations.

David S. Fox, CEO of Michael Fox International, noted, " The addition of the Construction Equipment Division at Michael Fox enables us to offer our complete range of equipment disposition services to a broad market. With Forke, Duling and Stehlik joining Michael Fox, we expect to quickly become a significant force in Construction Equipment auctions."

As a Division of Michael Fox International, Inc., Forke, Duling, Stehlik and the entire staff of The Construction Equipment Group will continue to specialize in one-owner auctions of heavy construction, transportation, mining and agricultural equipment. " As part of Michael Fox we will have the resources to conduct on-site live auctions from the seller`s own property and liquidate all of the seller`s items, large and small in one convenient transaction. One-Owner auctions have historically generated superior results for the seller," said Greg Forke. Kevin Duling noted, " We are excited to be joining the Michael Fox International organization and are confident our clients will immediately benefit from Michael Fox`s expanded service offerings which include appraisals, liquidations, entirety sales, auctions and web cast bidding technology." Both Forke and Duling learned the heavy equipment auctioneering business from the ground up over the past two decades while at Forke Brothers, The Auctioneers. Forke`s expertise is in auction operations, project management, sales and as lead auctioneer on sale day, while Duling`s is in marketing, management, new business development and sales.

About Michael Fox International

Michael Fox International Inc. is the United States leader in the sale, liquidation, auction and appraisal of machinery and equipment, inventories, business assets, and real estate. Part of the GoIndustry Group, one of the world`s largest industrial asset sales and service organizations, with over 250 employees in 20 countries and 39 offices, Michael Fox International offers North American service with global reach. Serving the corporate, financial and legal communities, Michael Fox International provides asset disposition systems and services that can be tailored to the unique needs of each client. Not only is Michael Fox International an expert in traditional auctions, but it also has the world`s leading web-based asset management and disposition system. Michael Fox International`s unique technology enables it to sell assets via the Intranet or Internet using web-based and web cast sales. Michael Fox International was founded in Baltimore, Maryland, in 1946 by Michael Fox.

[buflo]

Hi Dr.
schön wäre es ja,wenn wenigstent Du den Text mal in Deutsch kommentieren würdest.Es gibt viele hier am Board die die englische Sprache nicht so gut verstehen.Und sei auch nur auszugsweise.

Danke im voraus
und gute Nacht.

Buflo

[Dr.Spezialist]

buflo bei nächsten mach ich das mal mit 2-3 Sätzen. Leider husche ich auch nur immer so durch, und manchmal übersetzt auch schon snag das Wichtige.
Aber okay , mach ich aber nur kurz!

[Dr.Spezialist]

buflo aber denk dran!
DIE TÖDLICHE KUNST DER AKTIENMANIPULATION
von einem unbekannten Autor in Kanada

In jedem Beruf gibt es ein dutzend oder mehr wichtige Regeln. Sie zu wissen ist ,was den Amateur vom Professional trennt. Sie nicht zu kennen?Lasst es mich so sagen:wie sicher würdest Du Dich fühlen,wenn Du plötzlich alleine eine Boeing 747 fliegst während sie auf der Landebahn landet?
Wenn Du nicht gerade ein Berufsflieger bist,wärest Du zu Tode erschrocken und würdest Dir in die Hose machen.Behalte das in Erinnerung während Du diesen Artikel liest.

....weil ich Dir erklären werde wie Manipulation des Marktes wirkt!

Um erfolgreich zu spekulieren,sollte man eins voraussetzen:dieSmall Cap Märkte bestehen in erster
Linie,um dich zu schröpfen
Ich spreche hier von Märkten wie Vancouver,Alberta,den OTC(Pinksheets,OTC BB u.a.)Man kann das auch auf andere Märkte ausdehnen wie Toronto,New York,Nasdaq,London....

Der durchschnittliche Investor wird nicht viel Erfolg haben mit dem Smallcaps-Glücksspiel. .......
Damit diese Märkte sich fortsetzen,müssen neue Verlierer in den Markt kommen.Die Annahme stimmt nicht ,dass solche verrückte Aktivität nur kurzlebig sein kann.Ich schlage eine andere Lösung vor.
Was die Professionals und die Bankenaufsicht wissen und verstehen,aber der Rest von uns nicht,ist dies:

Regel Nr 1
alle heftigen Preisbewegungen -ob rauf oder runter-sind das Resultat von einem oder mehreren(gewöhnlich einer Gruppe) von Professionals,die den Preis manipulieren

Das soll erklären,warum eine Minengesellschaft etwas Gutes findet und nichts passiert.Gleichzeitig,ohne irgendeinen offensichtlichen Grund,rast eine Aktie plötzlich nach oben bei niedrigem Volumen.Irgend jemand manipuliert die Aktie ,oft mit einem nicht begründeten Gerücht.

Damit diese Manipulationen wirken,nehmen die Professionals an,dass (a)die Leute dumm sind und (b)die Leute vor allem kaufen,wenn der Preis der Aktie hoch ist und (c) verkaufen,wenn der Preis niedrig ist.Daher kann der Marktmanipulierer solange erfolgreich sein,wie er die Menge kontrolliert

Lasst es uns klar sagen:der Grund ,warum Du in diesen Märkten spekulierst,ist dass Du gierig bist und optimistisch. Du glaubst,dass es morgen besser ist und Du musst schnell Geld machen Es ist diese Einstellung,die der Marktmanipulator ausnutzt Er packt Dich bei Deiner Gier und Furcht für eine bestimmte Aktie!Wenn er will,das Du kaufst,sieht die Zukunft der Aktie aus wie die nächste Microsoft.
Sobald der Manipulator will,dass Du das sinkende Schiff verlässt,wird er plötzlich sehr vorsichtig mit seinen Bemerkungne über die Company.Dies bringt uns zu der nächsten Regel:

Regel Nr.2
Sobald der Marktmanipulator seine Aktien verkaufen will,wird er eine Good News Promotional Kampagne starten

Hast Du Dich jemals gewundert ,warum eine bestimmte Company dargestellt wird als sei sie das Grösste seit der Erfindung der Brotschnitte?Dies Sentiment wird bewusst hergestellt.Newsletterschreiber werden angeheuert-ob heimlich oder nicht-,um einen bestimmten Wert hochzujubeln. Public Relation Firmen werden angeheuert und auf ein nichts ahnendes Publikum losgelassen.Kontrakte,um in Radiotalkshows zu erscheinen ,werden unterschrieben und ausgeführt.Eine Reklame- Kampagne beginnt(Frnsehreklame,Zeitungsanzeigen,Wurfsendungen)Die Banken kriegen billige Aktien ab,damit sie die Firma in ihren Kundenbriefen empfehlen.Die Firma tritt bei Investmentkonferenzen auf ,um Dir zu erzählen,wie wirklich ganz anders ihre Firma ist.Merkwürdige kleine begeisterte Threads tauchen in den Bords auf ,immer von der gleichen Sorte Pusher,je mehr um so besser. Die HYPE geht los.Je cleverer ein Stock Promoter ist,um so besser sind seine Kenntnisse der Werbebranche.Kleine Tricks werden benutzt,z.B.lass eine völlig unbekannte Firma interessant aussehen indem du sie mit einer kürzlichen Erfolgsstory vergleichst.Das ist die Positionspredigt s. Ries und Trout.Der einzige Grund warum Du zu diesem anscheinend unglaublichen Bankett eingeladen wirst,ist der ,dass Du das Hauptgericht bist!Nachdem der Marktmanipulator Dich in sein Investment gesaugt hat indem er seine Papiere gegen Dein Geld getauscht hat,schliessen sich die Mauern um Dich.Warum ist das so?

Regel Nr.3

Sobald der Manipulator seine Aktien verkauft hat,wird er eine Kampagne mit schlechten oder gar keinen Nachrichten starten

Deine Lieblingsaktie stagniert oder geht etwas runter von ihrer Höhe.Plötzlich ist da ein Vacuum von News,entweder gar keine Nachrichten oder schlimme Gerüchte.......Keine Nachrichten mehr" tut uns leid,er ist nicht im Büro" oder " er wird nicht vor Montag zurück sein"

Die wirklich aalglatten Marktmanipulierer werden sogar die Bords und die Journalisten entsprechend mit negativen Geschichten über die Firma füttern.Oder eine Propagandakampagne mit negativen Gerüchten auf allen Komunikationsebenen starten ,sogar jemanden anstellen,um den Preis zu drücken. Sogar jemanden anstellen,der den Analysten angreift,der zuvor begeistert über den Wert geschrieben hatte(Dies ist kein Spiel für Leute mit schwachem Herzen!)

Du siehst die Aktie endlos dahintreiben,Du kannst sogar ein Gefühl der Hilflosigkeit entwickeln,so als ob Du im All schwebst ohne Rettungsleine.Das genau ist es ,was der Manipulator will (s.Regel Nr. 5)Veilleicht tut er dies ,um die tiefe Enttäuschung über einen missglückten Deal zu vermeiden.Oftmals hörst Du den Refrain " oh,das sind die jungen Unternehmen ...sehr riskant..." oder " 9 von 10 Firmen machen jedes Jahr pleite und dies ist eine Venture Capital Börse für junge Unternehmen" .Denke nicht,dass das nicht geplant war.!.....

Regel Nr.4

jede Aktie,die bei hohem Volumen zu einem hohen Preis gehandelt wird,signalisiert die Verkaufsphase der Professionals

Als das Volumen geringer war,war auch der Preis niedriger.Die Professionals sammelten ein.Sobald der Preis steigt,erhöht sich das Volumen.Die Professionals kauften niedrig und verkauften hoch.Die Amateure kauften hoch ( und werden bald genug niedriger verkaufen)......Der Marktmanipulator wird alles in seiner Macht stehende tun,um Dich aus der Aktie draussen zu halten,manchmal indem Du hinausgeschüttelt wirst,solange bis der Preis zwei bis dreimal höher ist und er selbst genug Aktien eingesammelt hat.....Wann immer Du ein sehr hohes Volumen siehst, nachdem die Aktie um 75 grad gestiegen ist,hat die Verkaufsphase begonnen und Du wirst wahrscheinlich zum Höchstpreis ...kaufen.
.......Erfolgreiche Kurzfristtrader gehen gewöhnlich aus einer Aktie raus,sobald das Volumen hoch ist,Amateure werden gierig und kaufen hier.

Regel Nr.5

Der Marktmanipulierer wird immer versuchen Dich zum Kaufen zu kriegen,wenn der Preis so hoch wie möglich ist ,und zum Verkauf beim niedrigst möglichen Preis

So wie der Manipulator jeden nur möglichen Trick benutzt,um Dich zur Party einzuladen,wird er dich grausam und brutal von seiner Aktie vertreiben,sobald er Dich geschröpft hat.Die erste falsche Annahme ist die,dass der Stockpromoter dich reich machen will indem Du in seine Firma investierst.So beginnt eine Reihe von Lügen,die laufen solange wie es Dein Magen verträgt.
Du kriegst den ersten Hinweis,dass er Dich getäuscht hat,wenn die Aktie bei dem höheren Level durchsackt.Irgendwie hat sie den Dampf verloren und Du weisst nicht warum.Tja ,sie hat den Dampf verloren,weil der Stockmanipulator aufgehört hat,sie zu pushen.Sie ist zu stark aufgebläht und er kann niemanden mehr überzeugen,sie zu kaufen.Das Volumen trocknet aus während der Preis durchzusacken scheint.

Wenn dies ein wirklicher Deal ist,dann bist Du wahrscheinlich die letzte Person,die benachrichtigt wird und Du wirst zu einem niedrigeren Preis rausgetrieben

........Wenn der Manipulator dich aus der Aktie vertreiben will,wird es ein Orchester von Gerüchten geben,die cirkulieren,auf dich wird geschossen werden aus verschiedenen Richtungen...Du wirst den Beweis in einem sehr scharfen Absturz des Kurses sehen bei riesigem Volumen.Das bist Du und deine Kumpel,die nach dem Ausgang rennen.Wenn der Deal wirklich ist,will der Manipulator all deine Aktien oder so viel wie möglich kriegen zum niedrigst möglichen Preis.Der Marktmanipulator wird dich hinausschütteln ,indem er den Preis so niedrig wie möglich treibt,so kann er soviele Aktien wie möglich wieder einsammeln.(der Autor verweist hier auf verschiedene Mining Companies in Kanada)
Die Phase des Einsammelns war tödlich still.Erst sobald die Insider all ihre Aktien eingesammelt hatten,haben sie dir ihr Geheimnis verraten!

Regel Nr .7

Du wirst der letzte sein,der informiert wird,wenn das Geschäft Zeichen von Schwäche zeigt

Ein Rückblick wird Dir oft zeigen,dass da ein kleiner Rückgang im Kurs war ,gerade als die Bohrproben aufgeschoben wurden oder das Geschäft platzte.Die Manipulatoren begannen ihre Aktien zu verkaufen, um den Kurssturz einzuleiten.Und um dies zu beschleunigen.Der schnelle Absturz macht es dir unmöglich ,mehr dafür zu kriegen als Du bezahlt hast....und gibt Dir einen besseren Grund ,noch etwas zu warten falls der Kurs zurückkommt.Dann beginnt die Drifting Phase und Furcht überkommt dich.Wenn Du nicht gerade Nerven wie Stahlseile hast und es Dir leisten kannst ,den Stockmanipulator auszusitzen,wirst Du sehr wahrscheinlich die Aktien zu einem billigen Preis verkaufen.Denn der Insider ,Makler oder die emittierende Bank sind verpflichtet ,die Aktien zurückzukaufen,um die Firma am Leben zu erhalten und Kontrolle über sie zu behalten.Je weniger er dafür zahlen muss,um so niedriger werden die Kosten für eine neue Stockpromotion zu einem zukünftigen Zeitpunkt..Auch wenn die Firma gar keine Zukunft mehr hat,wird doch der Mantel noch einen gewissen Wert haben....

Regel Nr.8

Der Marktmanipulator wird dich so in seine Aktie zwingen, dass du den Preis hochtreibst

Er wird sein eigenes Papier kaufen,so dass Du nach einem höheren Preis langst.Er wird dich zu einem höheren Preis zwingen, indem er die Aktien zum laufenden Preis aufkauft..Man kann die Marktmanipulation vermeiden indem nicht kauft zu den Zeiten des annormal hohen Volumens ,bekannt als " die Aktie hochjagen zu einem höheren Preis"

Regel Nr.9

Der Marktmanipulator ist sich deiner Gefühle ,die du während des Anstiegs und des Absturzes erfährst ,wohl bewusst und wird damit spielen wie mit einem Klavier

Während des Anstiegs wirst du einen Anfall von Gier haben,die dich zwingt in die Aktie zu investieren.
Während des Absturzes wirst Du Angst haben,dass Du alles verlierst...daher wirst Du zum Ausgang rennen.Kannst Du sehen wie einfach es ist und wie klar eine Glocke läutet?Denke nicht ,dass dies Schema nicht in den Verstand eines jeden Marktmanipulators eintätowiert ist.Der Marktmanipulator wird dich den den ganzen Weg rauf und runter manipulieren.Wenn er es sehr gut macht ,kann er es so aussehen lassen als sei jemand anderes daran schuld,dass Du dein Geld verloren hast.Du wirst wieder diese Aktie kaufen,er wird dich wieder so erschrecken,dass Du denkst ,du wirst jeden Penny verlieren.Du wirst vor Entsetzen davonrennen.Und schwören,dass Du nie wieder in solche Aktien investierst,Aber viele von Euch tun es doch.Der Manipulator weiss,wie er Dich zurückbringt zu einem neuen Spiel.

Letzte Regel
Ein neuer Schub von Zockern wird mit jedem neuen Spiel geboren

Die Finanzmärkte sind ein grausames ,unfreundliches und gefährliches Spielfeld,ein Platz,wo die neuesten Amateure gewöhnlich am meisten geschröpft werden von denen die die Regeln kennen.Es wird immer einen vertrauenden Dummen geben,den die tollwütigen Hunde in Stücke reissen So wie ich die Pflicht habe sicher zustellen,dass jeder von euch versteht ,wie dieses Spiel gespielt wird,so habt Ihr dieselbe Pflicht,dass Eure Mitspieler an der Börse diese Regeln verstehen .Wenn diese Bemühung von vielen eifrig unterstützt würde,könnten die Finanzmärkte vielleicht die unehrlichen Manipulatoren abschütteln und die Promoter könnten uns rechtmässige Spiele anbieten.Die Finanzmärkte sind ein Finanzierungswerkzeug.Die Firmen borgen das Geld von Dir,wenn Du in ihre Firma investierst oder spekulierst.Sie wollen,dass der Kurs steigt,so dass sie ihr Geschäft mit weniger Verdünnung ihrer Aktien finanzieren können.....wenn sie gute Leute sind.Aber wie würdest du fühlen über einen Freund oder ein Familienmitglied ,das Geld von dir pumpt und niemals zurückzahlt?Das wäre ganz einfach Diebstahl.Also ist ein Marktmanipulierer jemand der dein Geld stiehlt..Lass nicht zu,dass er das weiterhin tut.........Mach deine sorgfältige Recherche bevor du investierst.Such dir gute Companies mit denen du spekulierst und steig unten einalles andere ist kriminell oder dumm!....

[uhuzwo]

@Dr.Spezialist

das in Deinem Beitrag beschriebene Szenario findet schon Jahre bei ICGE statt.
Es kommt halt auf die Ausdauer und auf die
Nerven an.
Was zur Zeit läuft ist wieder absolut hintervotzig.
Denke,daß die Zahlen schlecht interpretiert werden.
Viele verkaufen . Die Dicken werden wieder langsam
einsammeln und wenn dann die Kleinen wieder dabei sind , wird wieder abgeschüttelt.Bei einem Re-Splitt funktioniert des Ganze noch viel besser.Würde der Kurs zum Beispiel
bei 0,3$ auf 3$ 1/10 gebracht,könnten die Dicken wieder
gnadenlos abverkaufen,viele Kleine verkaufen(Angst)und das
linke Spiel beginnt von Neuem.
Grausam--aber ich bin dabei.Vieleicht kommts ja auch
so, daß bei einem IPO die Rechnung für die Dicken nicht aufgeht.

[buflo]

Hi Dr.Spezialist,
vielen Dank für Deine Ausführung.Du hast natürlich in allen Punkten Recht.Der Markt ist grausam, aber auch gerecht,denn selbst die sogenannten Oberschlauen fallen doch auch oft genug auf die Schnauze " zum Glück " .Ich bin seit 1 1/2 jahren investiert und mein Durchschnitt liegt bei 0,38.Damit kann ich leben.Doch wenn ich an die vielen anderen Aktien denke,über die Steigerungsraten wollen wir nicht reden,sonst wird mir doch schon ganz blümerant.Aber da wir auch von der Hoffnung leben und ein fester Glauben gehört natürlich dazu,wird diese Aktie Ihren Weg machen.Ich bin dabei bis zum bitteren Ende,oder wenn ich Sie verkaufe,hat Sie mich für die Zeit mehr als Entschädigt.

buflo

[uhuzwo]

Hallo ICGE ler

Heute ist wieder mal Ruhig-Blut angesagt,
wenn dann die letzten Kleinen abgeschüttelt sind
wird´s wieder schön nach oben gehen,ich denke die Zeit arbeitet für uns.

Bleibts gelassen

mfg UHUzwo

[Dr.Spezialist]

apropo Insider .
ich las jemand hat behauptet die Insider steigen aus Der Anteil hat sich von 5,2 auf 3,6 oder so
gesenkt.
dazu nur ein Beispiel:

60000 Aktien sind von 600000 Aktien 10 %
60000 Aktien sind von 900000 Aktien ca. 6,7 %.
So ist das halt. Ausgestiegen ist da niemand so wie ich das sehe

[Dr.Spezialist]

Internet Capital Group to Announce Fourth Quarter Results February 19th Before Market
Wednesday February 4, 5:21 pm ET


WAYNE, Pa., Feb. 4 /PRNewswire-FirstCall/ -- Internet Capital Group (Nasdaq: ICGE - News) will release the financial results for its fourth quarter ended December 31, 2003 on Thursday, February 19th, 2004, before the market opens.
The Company will host a conference call to discuss the fourth quarter results on Thursday, February 19th, 2004 at 10:00am ET. Participating on the conference call will be Walter Buckley, chairman and chief executive officer and Tony Dolanski, chief financial officer. The domestic dial-in number for the call is 877-211-0292. The international dial-in number is [phone].

The Company will also host a live web cast for the call with an attached slide presentation. To access the web cast, go to the ICG web site at http://www.internetcapital.com and click on the investor information tab and the icon for the fourth quarter conference call. The web cast will also be accessible at http://www.firstcallevents.com/service/ajwz398602646gf12.htm… Please log on to either web site approximately ten minutes prior to the call to register and download and install any necessary audio software.

In an effort to address specific areas of interest, participants are encouraged to submit questions to the Internet Capital Group Investor Relations department at [e-mail] prior to February 19th. Every attempt will be made to respond to all questions either during the Question and Answer portion of the call or shortly thereafter.

If you are unable to access the web site but would like a copy of the slide presentation sent to you after the call, please contact our Investor Relations Department, at [phone].

For those unable to participate in the conference call, a replay will be available beginning February 19th, 2004 at 11:00am until February 26, 2004 at 11:59pm. To access the replay dial 800-642-1687 (domestic) or 706-645-9291 (international). The access code is 3675437. The replay and slide presentation can also be accessed on the Internet Capital Group web site: http://www.internetcapital.com/investors/presentations/.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.




--------------------------------------------------------------------------------
Source: Internet Capital Group, Inc.

[Dr.Spezialist]

Also am 19 Februar bevor der Martk öffnet werden wir dann die Zahlen hören.
Die Zahlen vor dem Markt waren eigentlich bei ICGE kein schlechtes Zeichen . oder.

[Dr.Spezialist]

CommerceQuest Joins Microsoft Visual Studio Industry Partner Program
Monday February 9, 8:00 am ET
Solution to Provide Microsoft Users with Extended Mainframe Access and Integration with Visual Studio .NET 2003 to Support Business Processes


TAMPA, Fla.--(BUSINESS WIRE)--Feb. 9, 2004-- CommerceQuest Inc. today announced its participation in the Microsoft Visual Studio Industry Partner (VSIP) program. As a program participant, CommerceQuest is offering customers an easy to deploy solution to integrate hard to reach legacy information and business logic on the mainframe with new business initiatives that are driven by the Microsoft .NET Framework. To deliver this solution, CommerceQuest will leverage its Process Manager for CICS (PM4CICS), a component of its TRAXION(SM) Business Process Management Suite (BPMS).
CommerceQuest`s PM4CICS assists Microsoft users in obtaining business agility through its rapid, non-intrusive access to the rich legacy environment on the mainframe. The CommerceQuest supported solution will reduce costs by repurposing existing assets and leveraging existing skill sets which will lead to improving the time-to-market for delivering new business processes.

"The ability to seamlessly incorporate mission critical assets in CICS or on the mainframe into new business initiatives like enterprise architecture driven by Visual Studio .NET and the .NET Framework, provides customers with improved flexibility in their development environments, while dramatically expanding their scope," said Paul Roth, CTO of CommerceQuest.

"Microsoft is pleased to have CommerceQuest join the VSIP program," said Nick Abbott, business development manager in the Developer and Platform Evangelism Division at Microsoft Corp. "By increasing productivity and decreasing costs, our mutual customers will benefit from CommerceQuest`s solution."

PM4CICS brings native business process management to the mainframe. The non-intrusive solution facilitates the integration of business processes across interoperable systems and allows applications to share data and seamlessly participate in business workflows. Unlike other alternatives that require a middle tier, PM4CICS natively enables mainframe data and transactions extending the value of CICS by creating reusable components directly available as Web services. The result provides increased capabilities for process automation, value chain integration and expanded business functionality.

CommerceQuest`s support for Microsoft Visual Studio .NET is available immediately. For more information about PM4CICS and TRAXION BPMS, please visit www.commercequest.com.

About CommerceQuest (www.commercequest.com)

Founded in 1991, CommerceQuest is the only enterprise solutions provider that enables its customers to rapidly turn business strategy into business processes by fully integrating the work that people do with software systems that optimize business performance. CommerceQuest delivers a complete set of scalable business process management (BPM) solutions that leverage existing IT investments to unite people, processes and technology in a service-based architecture that spans the extended enterprise, from the mainframe to the Internet and everything in between. More than 500 industry-leading companies rely on CommerceQuest to help them integrate heterogeneous workflow and IT systems, including many of the Fortune 500 companies such as The Home Depot, Coca-Cola Bottling, Ahold, and American Express.

CommerceQuest is a privately-held company and a member of Internet Capital Group`s (Nasdaq:ICGE - News) collaborative network of Partner Companies. For more information about CommerceQuest, please call us at 813.639.6300 or visit us on the Web at www.commercequest.com.

All product and company names herein may be trademarks of their respective owners.



--------------------------------------------------------------------------------
Contact:
CommerceQuest
Claudia Duch, 813-639-6329
[e-mail]
or
Ruder-Finn/ Chicago
Melissa Boehning, 312-329-3975
[e-mail]


und ab geht die Post

[Dr.Spezialist]

New York City, New York, Feb 09, 2004 (The Wall Street Transcript via COMTEX) --Three analysts and top management from six sector firms examine e-commerce stocks in this 40 - page E-Commerce Issue from The Wall Street Transcript, available at (212/952-7433) or http://www.twst.com/info/info866.htm" target="_blank" rel="nofollow ugc noopener">http://www.twst.com/info/info866.htm

TWST: Would you begin with a general description of Internet Capital Group?

Mr. Buckley: Internet Capital Group is a group of companies that providesoftware and services to corporations and enterprises that help makethem more efficient. It`s really the same mission we`ve had since weformed the company in 1996. We believe that the Internet and the relatedtechnologies around the Internet have begun to fundamentally transformhow business is conducted both inside an organization and outside it.That`s what our companies do: they help other companies become moreefficient. And we think the markets for these opportunities today arejust beginning to emerge.

TWST: The NASDAQ has moved up and investors are looking for opportunities. How does that translate into your own strategies?

Mr. Buckley: I think what we saw in 2003 was the emergence of e-commercefrom a consumer standpoint really reaching critical mass. And I think,as the economy begins to gain more traction in 2004, you`ll really seecorporations begin, for the first time in three years, to resume theirpurchasing of technology and services. We`ve really been in a recessionregarding that, and 2004, we believe, will be the beginning of thatresurgence as corporations realize that they need to streamline and maketheir operations more efficient. We think that`s an overall trend, andwe think our companies are very well positioned to capitalize on thattrend as corporations realize that they need to aggressively deploythese technologies. We group our companies into two categories. But wehave 13 core companies, as we define them, and those companies, at theend of the third quarter were, in aggregate, EBITDA positive, and anumber of these companies are market leaders in their respectivemarkets, and as these markets emerge and corporations begin to pick uptheir buying and start purchasing technology, we will benefit from thatoverall microtrend.

TWST: What`s on the agenda? What, over the next 12 months, are your goals? What would make that time frame a success?

Mr. Buckley: I think I`d cite three key goals. First would be to cleanup our balance sheet so that the debt issue is resolved and we end theyear in a positive cash perspective. Second is that we acquire orincrease our stake in one or two key operating companies that areproducing real cash flow to fund our operations and strategic cashneeds. Third, in one form or fashion, we want to monetize or see througha liquidity event. Those are the three primary goals for this year andthe beginning of 2005.

TWST: What was the shareholder base two years ago, what does it look like today and how do you see it now changing or evolving?

Mr. Buckley: It`s hard to comment on that. I would say, by and large,our shareholder base today is retail-oriented, but I think, as weexecute on our goals this year, that mix will change so that there willbe a greater component of institutional shareholders. Now, we also thinkthat having a strong retail base is a long-term asset, so I think we`dlike to increase the institutional mix but also retain our heritage.

This special issue incudes:

1) E-Commerce - In an in-depth (7,300 words) Roundtable Forum, Shawn C. Milne, a Vice President and Senior Research Analyst at Schwab SoundView Capital Markets; Rob Rosenthal, a senior research analyst in IDC`s Hardware Channel research group & David Schatsky, Senior Vice President at Research Jupiter Research, examine the outlook for the sector and share specific stock recommendations.

2) CEO interviews (average 2,500 words) - Top management of six sector firms examine the outlook for their firm and the sector. Firms include:ARI Network Services, Inc., AutoInfo, Inc., Burntsand Inc., Digitas Inc., Internet Capital Group, Inc., Superior Consultant Holdings Corporation

This interview is a small excerpt from a comprehensive interview published in The Wall Street Transcript on 02/09/04.

The Wall Street Transcript Corporation
67 Wall Street, 16th floor, NY, NY 10005, USA
[phone]
[phone]
[e-mail]
http://www.twst.com
The Wall Street Transcript is a premier weekly investment publication interviewing market professionals for serious investors for over 36 years.
Copyright 2004 Wall Street Transcript Corp.NewsProvided by COMTEX, http://www.comtex.com/

Advertisements
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• Mortgage Rates are Low! Time to Refinance!

[ixilon]

3 analysts interview Buckley of ICGE

New York City, New York, Feb 09, 2004 (The Wall Street Transcript via COMTEX) --Three analysts and top management from six sector firms examine e-commerce stocks in this 40 - page E-Commerce Issue from The Wall Street Transcript, available at (212/952-7433) or http://www.twst.com/info/info866.htm

TWST: Would you begin with a general description of Internet Capital Group?

Mr. Buckley: Internet Capital Group is a group of companies that providesoftware and services to corporations and enterprises that help makethem more efficient. It`s really the same mission we`ve had since weformed the company in 1996. We believe that the Internet and the relatedtechnologies around the Internet have begun to fundamentally transformhow business is conducted both inside an organization and outside it.That`s what our companies do: they help other companies become moreefficient. And we think the markets for these opportunities today arejust beginning to emerge.

TWST: The NASDAQ has moved up and investors are looking for opportunities. How does that translate into your own strategies?

Mr. Buckley: I think what we saw in 2003 was the emergence of e-commercefrom a consumer standpoint really reaching critical mass. And I think,as the economy begins to gain more traction in 2004, you`ll really seecorporations begin, for the first time in three years, to resume theirpurchasing of technology and services. We`ve really been in a recessionregarding that, and 2004, we believe, will be the beginning of thatresurgence as corporations realize that they need to streamline and maketheir operations more efficient. We think that`s an overall trend, andwe think our companies are very well positioned to capitalize on thattrend as corporations realize that they need to aggressively deploythese technologies. We group our companies into two categories. But wehave 13 core companies, as we define them, and those companies, at theend of the third quarter were, in aggregate, EBITDA positive, and anumber of these companies are market leaders in their respectivemarkets, and as these markets emerge and corporations begin to pick uptheir buying and start purchasing technology, we will benefit from thatoverall microtrend.

TWST: What`s on the agenda? What, over the next 12 months, are your goals? What would make that time frame a success?

Mr. Buckley: I think I`d cite three key goals. First would be to cleanup our balance sheet so that the debt issue is resolved and we end theyear in a positive cash perspective. Second is that we acquire orincrease our stake in one or two key operating companies that areproducing real cash flow to fund our operations and strategic cashneeds. Third, in one form or fashion, we want to monetize or see througha liquidity event. Those are the three primary goals for this year andthe beginning of 2005.

TWST: What was the shareholder base two years ago, what does it look like today and how do you see it now changing or evolving?

Mr. Buckley: It`s hard to comment on that. I would say, by and large,our shareholder base today is retail-oriented, but I think, as weexecute on our goals this year, that mix will change so that there willbe a greater component of institutional shareholders. Now, we also thinkthat having a strong retail base is a long-term asset, so I think we`dlike to increase the institutional mix but also retain our heritage.

This special issue incudes:

1) E-Commerce - In an in-depth (7,300 words) Roundtable Forum, Shawn C. Milne, a Vice President and Senior Research Analyst at Schwab SoundView Capital Markets; Rob Rosenthal, a senior research analyst in IDC`s Hardware Channel research group & David Schatsky, Senior Vice President at Research Jupiter Research, examine the outlook for the sector and share specific stock recommendations.

2) CEO interviews (average 2,500 words) - Top management of six sector firms examine the outlook for their firm and the sector. Firms include:ARI Network Services, Inc., AutoInfo, Inc., Burntsand Inc., Digitas Inc., Internet Capital Group, Inc., Superior Consultant Holdings Corporation

This interview is a small excerpt from a comprehensive interview published in The Wall Street Transcript on 02/09/04.

The Wall Street Transcript Corporation
67 Wall Street, 16th floor, NY, NY 10005, USA
[phone]
[phone]
[e-mail]
http://www.twst.com
The Wall Street Transcript is a premier weekly investment publication interviewing market professionals for serious investors for over 36 years.
Copyright 2004 Wall Street Transcript Corp.NewsProvided by COMTEX, http://www.comtex.com/

Quelle: http://ragingbull.lycos.com/mboard/boards.cgi?board=ICGE&rea…

[Duschgel]

hi spezie, was meinst du dazu?

16.02.2004 23:22


Content Player Modul von Blackboard erhält ADL-Zertifizierung für SCORM-Kompatibilität


WASHINGTON, February 16 /PRNewswire/ --

- Neueste Version des Online-Lernsystems "Blackboard" unterstützt SCORM 1.2


Von Blackb gibt es jetzt einen ADL-zertifizierten "Content Player Building Block". Wie andere Software-Lösungen des Unternehmens erfüllt auch das neueste Modul die Spezifikationen gemäss SCORM 1.2. Blackboard Inc. gehört zu den führenden Anbietern von Unternehmenssoftware für Online-Lernsysteme. Das neue Lernmodul unterstreicht erneut das Engagement von Blackboard im e-Education-Markt. So ist der neue Content Player Building Block nicht nur zu SCORM 1.2, sondern auch zum Blackboard Learning System(TM), der neuesten Version von Blackboards Kurs-Management-Software, kompatibel. Anwender erhalten dadurch einen noch besseren Zugriff auf die von der britischen Regierung geförderten Programme.

"Die Erfüllung globaler Standards ist und bleibt für Blackboard ein Hauptkriterium. Das gilt insbesondere für die künftige Entwicklung von Unternehmenssoftware-Systemen für den e-Education-Markt", erklärt Mathew Pittinsky, Chairman von Blackboard. "Wir freuen uns, jetzt eine SCORM-kompatible Lösung für die neueste Version des Blackboard Learning System anbieten zu können."

Content Player Building Block von Blackboard

Der Blackboard Content Player Building Block wurde komplett von Blackboard entwickelt. Neben technischer Ausgereiftheit standen hierbei die Qualitätssicherung und die ADL-Zertifizierung an erster Stelle. Mit der neuen Technologie können Lernende, die das Blackboard Learning System verwenden, auf die nach den SCORM 1.2 Spezifikationen entwickelten Lerninhalte zugreifen und ihre Lernergebnisse automatisch im Blackboard-Klassenbuch speichern. Ausserdem werden NLN-Inhalte für den UK FE-Sektor unterstützt. Zudem entspricht die Software-Architektur bereits den SCORM 2004 Spezifikationen. Der Blackboard Content Player Building Block kann von der Blackboard-Website für Building Blocks unter http://www.blackboard.com/addons/index.htm" target="_blank" rel="nofollow ugc noopener">http://www.blackboard.com/addons/index.htm herunter geladen werden.

Das so genannte "Sharable Content Object Reference Model" - kurz SCrtbildung in Unternehmen, die höhere Bildung und andere Bildungsangebote gleichermassen von Bedeutung. Die SCORM 1.2 Spezifikation vereint die Kompatibilität von Content und Content-Darbietung des IMS-Projekts mit der Einbindung, dem Tracking und den Launching-Möglichkeiten von AICC und anderen Standardorganisationen, die für die Verabschiedung von Spezifikationen für die Bereitstellung und die Verwaltung von Wissenskomponenten zuständig sind.

"Als führender Anbieter von e-Education-Technologien für Unternehmen wissen wir, wie wertvoll Industriestandards sind - insbesondere für den Erfolg unserer Kunden. Umso stolzer sind wir darauf, dass wir jetzt ein vollkommen SCORM 1.2 kompatibles Modul anbieten können", erklärt Christopher Etesse, Senior Director of Technology bei Blackboard. "Unsere Zusammenarbeit mit dem IMS und dem ADL wird diese Woche in Zürich auf dem IMS Jahrestreffen fortgesetzt. Es handelt sich dabei um das erste International ADL SCORM Plugfest (siehe http://www.adlnet.org/index.cfm?fuseaction=IntPlugfest)."

NLN-Content für Blackboard

Mit dem Content Player Building Block können Blackboard-Anwender jetzt noch besser NLN-Materialien verwenden und profitieren von einer stabileren Kursumgebung mit besserer Nachvollziehbarkeit. Hinter der Abkürzung "NLN" verbirgt sich das britische National Learning Network ([e-mail]). Bei dem NLN handelt es sich um ein britisches Partnerschafts-Programm, das eigens entwickelt wurde, um die Verbreitung von Informations- und Lerntechnologien bei der Ausbildung von Über-16-Jährigen in England zu fördern. Hauptziel des NLN ist die Entwicklung von NLN Online und anderen Ressourcen, um den Bedarf nach mehr Lernangeboten und hochwertigeren Inhalten zu erfüllen und um vorhandene Inhalte für Lehrende und Lernende auf einfache Weise bereitzustellen.

Über Blackboard Inc.

Blackboard wurde mit einer Vision gegründet, nämlich das Internet als leistungsstarke Umg Weiterbildung zu nutzen. Blackboard ist ein führender Anbieter von e-Education-Lösungen, zu dessen Kunden Grund-, Haupt- und Realschulen, Gymnasien, Unternehmen und Regierungsbehörden gehören. Der Hauptsitz von Blackboard befindet sich in Washington D.C, mit Niederlassungen in Nordamerika, Europa und Asien.

Website: http://www.blackboard.com

http://www.blackboard.com/addons/index.htm" target="_blank" rel="nofollow ugc noopener">http://www.blackboard.com/addons/index.htm/ Blackboard Inc.

Michael J. Stanton von Blackboard Inc., [phone], Durchwahl: -305; oder Kris Coratti von DBC Public Relations Experts, [phone], Durchwahl: -206, zuständig für Blackboard.


Quelle: PR NEWSWIRE

[Dr.Spezialist]

Hi Duschgel, wie gehts ? hoffe gut!!
was ich dazu meine,glaube gut
Eins ist doch wohl klar, die Lehrer werden weniger der Staat muß sparen! Da kann man auch in Deutschland die Schüler fein üben lassen , geht wohl mit dem System sogar it Lernerfolgermittlung?
Die Zukunft ist jetzt und wunderbar.
E4

[Dr.Spezialist]

MALVERN, Pa.--(BUSINESS WIRE)--Feb. 13, 2004--Verticalnet, Inc. (Nasdaq:VERT - News), a leading provider of Strategic Sourcing and Supply Management solutions today announced that the Verticalnet® Spend Analysis solution has been selected by NBC. NBC will use the Verticalnet solution to identify and prioritize company wide sourcing opportunities.

The Verticalnet project is expected to deliver enterprise-wide spend visibility to NBC`s sourcing organization by analyzing the total spend for goods and services across various NBC operations including the NBC Network, NBC Owned and Operated TV Stations, and Telemundo. Verticalnet`s solution will help NBC create detailed spend profiles for each major category of spending; each profile includes spend information such as supplier, items purchased, location and timing. The project entails extracting and aggregating data from several disparate systems including accounts payable, purchasing, and purchasing card. Furthermore, Verticalnet will provide category-specific assessments to identify previously missed sourcing opportunities and quantify additional savings potential.

" Verticalnet`s expertise and experience in spend analysis technology will enable us to accelerate our spend analysis process and identify additional sourcing opportunities, contract leakage, and `maverick` spending, thereby realizing benefits faster," said Craig Glaser, VP of Sourcing at NBC.

Verticalnet has provided Spend Analysis solutions to more than 100 FORTUNE 1000™ companies. Representative Spend Analysis clients include Bayer, Blyth Industries, Bristol Myers-Squibb, Heinz, Illinois Tool Works, Kennametal, MasterBrand Cabinets (an operating division of Fortune Brands), Unilever, and many others.

" We are delighted to provide NBC with a spend analysis solution to enable their strategic sourcing efforts, and are excited to expand our presence in the marketing and media sector," said Nathanael V. Lentz, Verticalnet president and CEO. " While manufacturing companies have often been the first movers in adopting spend analysis solutions, we are seeing increased interest in spend analysis across all industries. Regardless of industry, the cost of purchased materials and services is significant, and so are the opportunities for savings through strategic sourcing. Segment leaders like NBC should expect to gain tremendous value by performing a spend analysis project now, and we look forward to supporting their supply management program."

[Dr.Spezialist]

18.02.04 Verticalnet und am 19.02 04 von ICGE
Quartalszahlen

ADC
0.00

Coca Cola Bottling
0.39

Computer Horizons Corp.
-0.01

eCollege.com Inc
0.03

Intuit
0.70

Kos Pharmaceuticals
0.44

LabOne
0.33

McLeodUSA, Inc.

Omnivision Technologies
0.42

Pac-West Telecomm, Inc.

TheStreet.com
-0.03

Universal Health Services
0.73

Verticalnet

[Dr.Spezialist]

Freeborders Launches FB Storyboard(TM), Enabling Retailers to Stay Ahead of the Fashion Curve
Wednesday February 18, 9:04 am ET
Retailers Will Use FB Storyboard to Drive Increased Sales by Quickly Developing Design Concepts


SAN FRANCISCO, Feb. 18 /PRNewswire/ -- Freeborders, Inc. today launched FB Storyboard, a web-based application that revolutionizes storyboard development and enables retailers to speed the development of their product lines for greater profitability. Part of Freeborders` suite of next-generation Product Lifecycle Management (PLM) solutions, FB Storyboard allows retailers to rapidly develop brand concepts based on trends and get optimal products to market before they fall out of favor with consumers.
Front-end production efficiencies offer the best opportunity for retailers to improve their overall performance. Using FB Storyboard, retailers and brands refine design concepts early in the product development process and then apply resources only to the styles that will actually be produced, thus reducing cycle time and saving costs.

Web-based FB Storyboard will enable brands to incorporate feedback from customers and global sales teams to stay ahead of trends and to maintain better relevancy with consumers, which is critical in today`s challenging retail environment.

"FB Storyboard helps brands and retailers to organize creative product concepts within a collection and to accelerate concept adoption and the sourcing of raw materials," said Norman Beveridge, Global E-Business Manager, INVISTA Apparel Solutions. "We will use FB Storyboard, in concert with the INVISTA Online Fabric Library developed by Freeborders to provide access to over 35,000 fabrics from 500 mills in 40 countries; this is a critical network and resource for manufacturers all over the world."

Freeborders, a leading provider of PLM solutions with over 350 customers around the world, developed FB Storyboard to enable retailers to boost revenues and garner savings in the most crucial phase of their business -- product development.

"FB Storyboard provides a critical link between a retailer`s customers and product development teams," said Ramsey Walker, co-CEO and co-founder of Freeborders. "It enables brands to track worldwide trends, garner direct customer and internal sales feedback early in the process, and plan the right lines at the right time. FB Storyboard allows retailers to realize vast savings in design and sampling, where 80 percent of the product`s cost is determined."

FB Storyboard enables designers and merchandisers to:

-- Deliver more "on-trend" products that can be sold at a premium by
integrating trends better, gaining more accurate forecasts from sales
teams, and garnering feedback on collections prior to making purchasing
decisions.
-- Significantly decrease the number of samples needed by determining
early in the cycle what to produce, without creating as many costly
physical samples.
-- Achieve better worldwide brand consistency by easily incorporating
worldwide trends, collaborating, and disseminating new concepts and
themes to all supply chain partners worldwide.
-- Improve productivity by quickly creating multiple iterations of trend
theme, brand concept, and assortment storyboards. Retailers can easily
add, change, copy, hide, or re-arrange assets online, decrease the time
for creating and revising storyboards, and speed future development by
storing and reusing assets or whole storyboards. They also increase
the accuracy of their storyboard development and minimize communication
errors.
-- Reduce travel time and expenses for concept meetings by conducting them
"virtually" online.


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 350 brands and retailers globally, including Dillard`s, DuPont, Gap, 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 - News), IBM, TAL Apparel Ltd., and Fountain Set.




--------------------------------------------------------------------------------
Source: Freeborders, Inc.

[Dr.Spezialist]

Wenn die Marktführer von ICGE alle so bescheiden aussehen , na dann gut Nacht
Das einzig gute an der Meldung ist , es ist noch Cash da und der Verlust pro Aktie ist nur noch bei 0,06 aber der Umsatz (grauenhaft) .
Ob ICGE die Einkunfte deshalb vor Börsenbeginn rausbringen wird, um diese Nachricht von heute nacht zu neutralisieren

Verticalnet Reports Financial Results for the Fourth Quarter and Fiscal Year 2003
Wednesday February 18, 4:14 pm ET
Customer Wins and Sequential Quarterly Revenue Growth Demonstrate Increasing Traction; Tigris Merger to Accelerate Growth in 2004


MALVERN, Pa.--(BUSINESS WIRE)--Feb. 18, 2004-- Verticalnet, Inc. (Nasdaq:VERT - News), a leading provider of Strategic Sourcing and Supply Management solutions today announced results for its fourth quarter and year ended December 31, 2003 and highlighted the results of business operations since the end of the third quarter of 2003.
ADVERTISEMENT


Financial Results

Revenues for the quarter ended December 31, 2003 were $2.2 million, compared to $22.9 million for the quarter ended December 31, 2002. For the fourth quarters of 2003 and 2002, revenues from Converge, Inc. were $0.1 million and $19.6 million, respectively. As previously announced, Verticalnet and Converge amended their subscription license agreement, effective October 1, 2002, resulting in Verticalnet no longer being obligated to provide future product releases to Converge, and the recognition of $19.6 million in previously deferred revenues during the fourth quarter of 2002. Such amount otherwise would have been recognized pro-rata through December 31, 2003.

Verticalnet`s net loss for the quarter ended December 31, 2003 was $1.1 million, or $(0.06) per diluted share, compared to net income of $17.4 million, or $1.30 per diluted share, for the quarter ended December 31, 2002. Results for the quarter ended December 31, 2002 included $19.6 million of previously deferred revenues from the termination of the Converge agreement.

Revenues for the year ended December 31, 2003 were $9.6 million, compared to $43.7 million for the year ended December 31, 2002. For 2003 and 2002, revenues from Converge were approximately $0.5 million and $33.8 million, respectively.

Verticalnet`s net loss from continuing operations for the year ended December 31, 2003 was $11.0 million, or $(0.70) per diluted share, compared to a net loss from continuing operations of $30.9 million, or $(2.56) per diluted share, for the year ended December 31, 2002.

Verticalnet`s net loss attributable to common shareholders for the year ended December 31, 2003 was $11.0 million, or $(0.70) per diluted share, compared to net income attributable to common shareholders of $74.7 million, or a loss of $1.87 per diluted share, for the year ended December 31, 2002 (loss per diluted share excludes the preferred stock dividends and the impact from the redemption of the preferred stock). For the year ended December 31, 2002, the difference between income from continuing operations and net income attributable to common shareholders is due to income or losses from discontinued operations and the negative deemed dividend on the repurchase of preferred stock, net of preferred stock dividends paid. As reported in the prior year, the Company repurchased all of its outstanding preferred stock for $5.0 million during 2002. The difference between the carrying amount and the amount paid was accounted for as a negative deemed dividend in the Company`s consolidated statement of operations.

Verticalnet reported cash and cash equivalents of $4.4 million as of December 31, 2003 compared to $4.2 million as of September 30, 2003. As of January 31, 2004, Verticalnet had cash and cash equivalents of approximately $7.9 million.

The Company also reiterated its revenue guidance today. For the quarter ending March 31, 2004, Verticalnet expects revenues to be in the range of $3.8 to $4.2 million, which will include revenues of the acquired Tigris Corp. business from January 30, 2004 through March 31, 2004. For the year ending December 31, 2004, Verticalnet expects revenues to be in the range of $21.0 to $24.0 million. The Company`s forward-looking guidance may be impacted by various economic and other factors.

"As previously announced, we added two new customers in the fourth quarter of 2003. While we will not begin recognizing revenue related to these new customers until the first quarter of 2004, our fourth quarter revenues were still in line with our guidance and represent an 18% increase over the third quarter of 2003," said Gene S. Godick, Verticalnet EVP and CFO. "We look forward to demonstrating continued revenue growth in subsequent quarters."

Tigris Transaction

On February 2, 2004, Verticalnet announced the acquisition of Tigris Corp., a strategic sourcing and supply management consultancy based in New York City. The acquisition is expected to be immediately accretive to Verticalnet`s cash flows from operations as well as double Verticalnet`s revenues for 2004, as compared to 2003.

Independent industry analysts commented positively on the Verticalnet/Tigris transaction. "Since most companies need very straightforward and proven e-sourcing systems, augmented by flexible services, the Verticalnet/Tigris combination will meet these requirements well, particularly in spending analysis," wrote Pierre Mitchell, Vice President of AMR Research, in an AMR Research Alert Highlight dated February 3, 2004. "Verticalnet is now in the right place at the right time," Mitchell continued later in the report.

Tim Minahan, Vice President of Supply Chain Research at Aberdeen Group, Inc. wrote, "Aberdeen sees the combination of Verticalnet`s technology with Tigris`s category expertise as a very positive move for both the combined company and enterprises looking to improve spending analysis capabilities or to jump-start their stalled e-sourcing and e-procurement initiatives."

"The strategic rationale for the combination of Verticalnet and Tigris is quickly being validated by customers, prospects, and industry analysts," said Nathanael V. Lentz, Verticalnet president and CEO. "We are very pleased with the progress of our integration as well as with the quality of the Tigris team. Our focus on continuity for existing customers while rapidly approaching the market with a broader set of offerings and an integrated go-to-market organization has allowed initial business integration to proceed extremely effectively - for our people, our customers, and our prospects."

Business Momentum

Since the end of the third quarter of 2003, Verticalnet and Tigris have seen increasing market traction for their spend analysis solutions. Significant new Spend Analysis contracts were announced with Illinois Tool Works, Cadbury-Schweppes, and a FORTUNE 500(TM) pharmaceutical manufacturer. Since the completion of the Tigris merger, Verticalnet has also announced that NBC had selected the Verticalnet Spend Analysis solution.

"We have seen activity in the Supply Management market space accelerating, particularly in the Spend Analysis and Advanced Sourcing sectors," said Lentz. "Verticalnet is well positioned to help companies tackle their spend analysis and complex sourcing initiatives, and we are excited about the opportunity for our solutions in the marketplace. The addition of multiple new customers over the past several months is a strong signal of the growing demand for Supply Management solutions, as well as of our ability to successfully compete in the market."

About Verticalnet

Verticalnet (Nasdaq:VERT - News) provides Supply Management solutions to Global 2000 companies. We are a leader in Spend Analysis, providing our customers with solutions to achieve world-class procurement and strategic sourcing results. Through a tailored mix of software, services, and domain expertise, our customers harness the power of their data to achieve lower prices, improved contract compliance, better supplier service, and shorter sourcing cycles. As a result, our customers recognize significant and sustainable savings in materials costs, inventory levels, and administrative costs - resulting in improved profitability. For more information about Verticalnet, please visit www.verticalnet.com.

Cautionary Statement Regarding Forward-Looking Information

This announcement contains forward-looking information that involves risks and uncertainties. Such information includes statements about Verticalnet`s expected accelerated growth, expected fourth quarter and fiscal year 2003 financial results, the continuing integration of Tigris into the Verticalnet business, anticipated new customers, and future operating results, including anticipated increases in cash flows and revenues, as well as statements that are preceded by, followed by, or include the words "believes," "plans," "intends," "expects," "anticipates," "scheduled," or similar expressions. For such statements, Verticalnet claims the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Factors that could cause actual results to differ from those contained in the forward-looking statements include, but are not limited to, our ability to successfully integrate the businesses of Verticalnet and Tigris, the availability and terms of equity and debt financing to fund our business, our reliance on the development of our software and services business, competition in our target markets, our ability to maintain our listing on the Nasdaq SmallCap Market, economic conditions in general and in our specific target markets, our ability to use and protect our intellectual property, and our ability to attract and retain qualified personnel, as well as those factors set forth in Verticalnet`s Annual Report on Form 10-K for the year ended December 31, 2002, as amended, and Quarterly Reports on Form 10-Q for the quarters ended March 31, 2003, June 30, 2003, as amended, and September 30, 2003 which have been filed with the Securities and Exchange Commission. Verticalnet is making these statements as of February 18, 2004 and assumes no obligation to publicly update or revise any of the forward-looking information in this announcement.

Verticalnet is a registered trademark or a trademark in the United States and other countries of Vert Tech LLC.

Verticalnet, Inc.
Consolidated Statements of Operations - Unaudited
(In thousands, except per share amounts)

Three months ended Year ended
December 31, December 31,
------------------- -------------------
2003 2002 2003 2002
--------- --------- --------- ---------
Revenues:
Software license (1) $52 $20,715 $378 $36,043
Services and maintenance 2,128 2,178 9,255 7,681
--------- --------- --------- ---------
Total revenues 2,180 22,893 9,633 43,724
--------- --------- --------- ---------

Cost of revenues:
Cost of software license (2) 181 48 726 928
Cost of services and
maintenance 672 1,394 2,503 5,602
--------- --------- --------- ---------
Total cost of revenues 853 1,442 3,229 6,530
--------- --------- --------- ---------

Gross profit 1,327 21,451 6,404 37,194
--------- --------- --------- ---------

Research and development 1,161 1,074 4,100 8,975
Sales and marketing 550 623 2,391 5,305
General and administrative 754 1,523 4,888 9,039
Restructuring and asset
impairment charges (reversals)
(3) - (1,533) (489) 29,144
Amortization expense - - - 2,112
--------- --------- --------- ---------
2,465 1,687 10,890 54,575
--------- --------- --------- ---------

Operating income (loss) (1,138) 19,764 (4,486) (17,381)

Interest and other income
(expense), net (4) (5) 80 (2,406) (6,529) (13,478)
--------- --------- --------- ---------

Income (loss) from continuing
operations (1,058) 17,358 (11,015) (30,859)

Discontinued operations: (6)
Income from operations of
discontinued operations - - - 8,508
Loss on disposal of
discontinued operations - - - (165)
--------- --------- --------- ---------
Net income (loss) (1,058) 17,358 (11,015) (22,516)

Preferred stock dividends and
accretion - - - (3,861)
Repurchase of convertible
redeemable preferred stock (7) - - - 101,041
--------- --------- --------- ---------
Income (loss) attributable to
common shareholders $(1,058) $17,358 $(11,015) $74,664
========= ========= ========= =========

Basic income (loss) per common
share: (8)
Income (loss) from continuing
operations $(0.06) $1.30 $(0.70) $5.52
Income from discontinued
operations - - - 0.71
Loss on disposal of
discontinued operations - - - (0.01)
--------- --------- --------- ---------

Income (loss) per common share $(0.06) $1.30 $(0.70) $6.22
========= ========= ========= =========

Diluted income (loss) per
common share: (8) (9)
Income (loss) from continuing
operations $(0.06) $1.30 $(0.70) $(2.56)
Income from discontinued
operations - - - 0.70
Loss on disposal of
discontinued operations - - - (0.01)
--------- --------- --------- ---------

Income (loss) per common share $(0.06) $1.30 $(0.70) $(1.87)
========= ========= ========= =========

Weighted average common shares
outstanding: (8)
Basic 19,215 13,381 15,675 12,004
Diluted 19,215 13,381 15,675 12,068

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

(1) As reported in the prior year, Verticalnet and Converge agreed to
amend their subscription license agreement effective October 1,
2002. The amendment terminated the obligation of Verticalnet to
provide future products to Converge. As a result, previously
deferred revenue of $19.6 million was recognized during the fourth
quarter of 2002. Revenues excluding those related to the Converge
subscription agreement termination were $3.3 million and $24.1
million for the three months and year ended December 31, 2002,
respectively.

(2) Cost of software license is primarily comprised of royalty
expenses and cost of acquired technology. The cost of acquired
technology represents the non-cash amortization of acquired
technology which is being used in the current suite of products.

(3) Restructuring and asset impairment reversals for the year ended
December 31, 2003 reflect the net adjustments to the restructuring
accrual. For the year ended December 31, 2002, the amount includes
a $27.5 million goodwill impairment charge, with $21.5 million
related to the December 28, 2001 acquisition of Atlas Commerce,
Inc. and $6.0 million related to the Company`s acquisition of
Isadra, Inc. in August 1999. The remainder of the 2002 amount
relates to adjustments of 2001 restructuring charges.

(4) During the years ended December 31, 2003 and 2002, the Company
recorded a $5.7 million and a $2.9 million inducement charge,
respectively, relating to repurchases of its 5 1/4% convertible
subordinated debentures.

(5) During the three months and year ended December 31, 2002, the
Company recorded impairment charges of $0.2 million and $11.6
million for other than temporary declines in the fair value of
cost method investments, most of which related to its investment
in Converge. For the year ended December 31, 2002, the amount also
includes a $4.8 million gain on the settlement of a put obligation
with British Telecommunication, plc.

(6) Discontinued operations relate to the SMB business unit, which was
disposed of in June 2002.

(7) The Company repurchased all of its outstanding preferred stock for
$5.0 million in cash during the second quarter of 2002. The
difference between the carrying amount and the amount paid is
included in income attributable to common shareholders.

(8) All per share and share amounts reflect a 1:10 reverse stock split
which was effective July 15, 2002.

(9) Diluted loss per common share for the year ended December 31, 2002
excludes the preferred stock dividends and the impact of the
redemption of the preferred stock.


Verticalnet, Inc.
Condensed Consolidated Balance Sheets - Unaudited
(In thousands)

December 31, December 31,
2003 2002
------------ ------------

Assets
Current assets:
Cash and cash equivalents $4,408 $7,979
Accounts receivable, net 2,438 1,586
Prepaid expenses and other current assets
(1) 539 3,892
------------ ------------
Total current assets 7,385 13,457

Property and equipment, net 116 912
Other investments 606 606
Other assets and intangible assets, net 1,016 3,478
------------ ------------
Total assets $9,123 $18,453
============ ============


Liabilities and Shareholders` Equity
Current liabilities:
Current portion of long-term debt and
convertible notes $757 $415
Accounts payable and accrued expenses 2,806 7,652
Deferred revenues 991 279
Other current liabilities 147 1,172
------------ ------------
Total current liabilities 4,701 9,518

Long-term debt and convertible notes - 7,293

Shareholders` equity 4,422 1,642
------------ ------------
Total liabilities and shareholders`
equity $9,123 $18,453
============ ============

(1) Prepaid expenses and other current assets include $1.0 million of
short-term investments as of December 31, 2002.




--------------------------------------------------------------------------------
Contact:
Verticalnet, Inc.
David Kaplan, 610-695-2310
[e-mail]

[Dr.Spezialist]

Welcome liebe ICGE Aktionäre
auf den ersten Blick hab ich mich ja erschrocken, ab er es stecken ein paar Feinheiten im Detail, die einen immer noch hoffen lassen
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Press Release Source: Internet Capital Group, Inc.


Internet Capital Group Announces Fourth Quarter and Year-End Financial Results for 2003
Thursday February 19, 8:01 am ET
Company Materially Reduces Outstanding Debt


WAYNE, Pa., Feb. 19 /PRNewswire-FirstCall/ -- Internet Capital Group, Inc. (Nasdaq: ICGE - News) today reported its results for the fourth quarter and fiscal year ended December 31, 2003.
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"The past year was pivotal for ICG in terms of progress made against our primary goals of improving our financial position and driving partner company progress," said Walter Buckley, ICG`s chairman and CEO. "Considering our current liquidity position and refinancing opportunities, we are confident that we will satisfy our convertible debt obligations at or prior to maturity. This will enable us to fully focus our resources on building our key partner companies, which we believe will result in long-term stockholder value."

Retirement of Convertible Notes & Liquidity

As of February 18, 2004, cash on an ICG corporate basis totaled $48.6 million and the market value of ICG`s holdings in its four public partner companies was approximately $39 million, while the outstanding balance of the Company`s 5.5% convertible notes was $51.9 million. Common shares outstanding total 718.1 million as of February 18, 2004.

ICG Financial Results

ICG`s financial results have been adjusted for all prior periods to reflect the fourth quarter disposition of the assets of One Coast Network ("OCN").

ICG reported consolidated GAAP revenue of $16.5 million and a net loss of $(56.4) million, or $(0.15) per share, for the fourth quarter of 2003. This compares to consolidated GAAP revenue of $24.0 million and a net loss of $(40.3) million, or $(0.15) per share, for the comparable 2002 period. The decrease in revenue is due to lower software and services revenue and the deconsolidation of two partner companies.

ICG reported consolidated GAAP revenue of $70.0 million and a net loss for the full year 2003 of $(135.9) million compared to consolidated GAAP revenue of $79.5 million and a net loss of $(102.2) million for the corresponding 2002 period.

Results for the fourth quarter of 2003 include $43 million of unusual charges, which primarily relate to the accounting for the debt-for-equity exchanges and impairment charges, compared to $14 million reported for the corresponding 2002 period. For the full year 2003 period, unusual charges increased ICG`s net loss by $67 million, while in 2002, the Company benefited from net gains of $69 million. A schedule of these unusual charges is included as an attachment to this release.

"Excluding the effects of the debt-for-equity exchanges and other unusual items, our losses continue to narrow," commented Anthony Dolanski, chief financial officer of ICG.

Private Core Company Results

In an effort to illustrate macro trends within its private Core companies, ICG provides an aggregation of revenue and net loss figures reflecting 100% of the revenue and Aggregate EBITDA for these companies. The Company has consistently defined Aggregate EBITDA for these purposes as earnings/(losses) before interest, tax, depreciation, amortization and excluding stock-based compensation, restructuring charges and impairments ("Aggregate EBITDA"). ICG does not own its Core companies in their entirety and, therefore, this information should be considered in this context. Aggregate revenue and Aggregate EBITDA, in this context, represent certain of the financial measures used by the Company`s management to evaluate the performance for Core companies. The Company`s management believes these non-GAAP financial measures provide useful information to investors, potential investors, securities analysts and others so each group can evaluate private Core companies` current and future prospects in a similar manner as the Company`s management. A reconciliation to the most comparable GAAP measure is included as an attachment to this release. OCN has been excluded from these results.

ICG`s private Core companies reported positive Aggregate EBITDA of $8.6 million for the quarter as compared with a $2.9 million positive Aggregate EBITDA in the third quarter of 2003 and a $(0.8) million Aggregate EBITDA loss in the fourth quarter of 2002.

Aggregate revenue for ICG`s private Core companies was $95 million for the quarter, or a 6% increase over aggregate revenue of $90 million during the third quarter of 2003, and a 10% increase over the fourth quarter of 2002 revenue of $86 million.

For the quarter, ICG`s private Core companies also reported an aggregate $(7.7) million net loss as compared with a $(14.3) million net loss in the third quarter of 2003 and a $(18.9) million net loss in the fourth quarter of 2002.

Looking ahead, ICG expects that private Core company overall results for the full year 2004, including both revenues and earnings, will be an improvement over those of 2003. Historically, first quarter results are lower than the previous fourth quarter results.

ICG will host a webcast at 10:00 am ET today to discuss results. As part of the live webcast for this call, ICG will post a slide presentation to accompany the prepared remarks. To access the webcast, go to http://www.internetcapital.com/investors/presentations" target="_blank" rel="nofollow ugc noopener">http://www.internetcapital.com/investors/presentations and click on the link for the fourth quarter conference call webcast. Please log on to the website approximately ten minutes prior to the call to register and download and install any necessary audio software. The conference call is also accessible through listen-only mode at 877-211-0292. The international dial in number is 706-679-0702. The pass code to the call is "Fourth Quarter Earnings."

For those unable to participate in the conference call, a replay will be available beginning February 19, 2004 at 11:00 am until February 26, 2004 at 11:59 pm. To access the replay dial 800-642-1687 (domestic) or 706-645-9291(international). The access code is 5321016. The replay and slide presentation can also be accessed on the Internet Capital Group web site at http://www.internetcapital.com/investors/presentations" target="_blank" rel="nofollow ugc noopener">http://www.internetcapital.com/investors/presentations.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

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

Internet Capital Group, Inc.
Consolidated Statements of Operations
(In thousands, except per share data)

Three Months Ended Twelve Months Ended
December 31, December 31,
2003 2002 2003 2002

Revenue $16,510 $23,986 $70,020 $79,490

Operating Expenses
Cost of revenue 8,701 13,256 40,936 51,977
Selling, general and
administrative 8,436 22,188 46,626 76,372
Research and development 3,010 5,133 14,840 24,100
Amortization of intangibles 3,545 2,406 7,955 10,115
Impairment related and other 1,397 456 (1,736) 11,276
Total operating expenses 25,089 43,439 108,621 173,840
(8,579) (19,453) (38,601) (94,350)
Other income (loss), net (33,408) (3,997) (58,659) 92,632
Interest income 261 561 1,332 4,098
Interest expense (3,271) (4,521) (16,564) (23,398)
Loss before minority interest
and equity loss (44,997) (27,410) (112,492) (21,018)

Income Taxes - (179) - (179)
Minority interest (119) 979 2,326 15,438
Equity loss (1,719) (18,683) (14,490) (81,114)
Loss from continuing operations (46,835) (45,293) (124,656) (86,873)
Income (loss) on discontinued
operations (9,586) 5,032 (11,228) (15,346)
Net loss $(56,421) $(40,261) $(135,884) $(102,219)

Basic and diluted loss per share:
Loss from continuing operations $(0.12) $(0.17) $(0.41) $(0.32)
Discontinued operations (0.03) 0.02 (0.04) (0.06)
$(0.15) $(0.15) $(0.45) $(0.38)

Shares used in computation of
basic and diluted loss per
share 381,840 269,032 302,852 267,998


Internet Capital Group, Inc.
Condensed Consolidated Balance Sheets
(In thousands)

December 31, December 31,
2003 2002
ASSETS
Cash, cash equivalents and
short-term investments $79,409 $135,694
Other current assets 31,837 37,249
Total current assets 111,246 172,943
Assets of discontinued operations 278 27,118
Fixed assets, net 2,368 8,962
Ownership interests in and
advances to Partner Companies 53,415 71,732
Goodwill 45,196 49,487
Intangibles, net 7,371 14,752
Available-for-sale securities 6,714 10,228
Other assets 4,575 11,024
Total Assets $231,163 $366,246

LIABILITIES AND STOCKHOLDERS` DEFICIT
Current maturities of convertible
subordinated notes $173,919* $-
Other current liabilities 63,186 91,500
Total current liabilities 237,105 91,500
Liabilities of discontinued operations 278 17,698
Minority interest and other liabilities 13,060 25,580
Convertible subordinated notes - 283,114
Total Liabilities 250,443 417,892
Stockholders` deficit (19,280) (51,646)
Total Liabilities and Stockholders` Deficit $231,163 $366,246

* At February 18, 2004, balance is $51.9 million


Internet Capital Group, Inc.
Reconciliation of Non-GAAP financial measures to GAAP Consolidated Results
($ in millions)

1Q 02 2Q 02 3Q 02 4Q 02 1Q 03 2Q 03 3Q 03 4Q 03
Revenue
Aggregate Private Core
Company Revenue(a) $73 $79 $81 $86 $81 $86 $90 $95
Non-consolidated
Partner Companies (55) (61) (61) (62) (62) (68) (74) (78)
Consolidated Revenue $18 $18 $20 $24 $19 $18 $16 $17

Loss
Aggregate Private Core
Company EBITDA(a) (b) $(20) $(15) $(6) $(1) $(7) $(3) $3 $9
Interest, Taxes,
Depreciation,
Amortization,
Stock Based
Compensation and
non-recurring items (44) (19) (11) (18) (11) (11) (17) (17)
Aggregate Private Core
Company Net Loss $(64) $(34) $(17) $(19) $(18) $(14) $(14) $(8)
Amount attributable
to other shareholders (48) (17) (5) (13) (7) (7) (10) (2)
ICG`s share of Net Loss
of Private Core Companies $(16) $(17) $(12) $(6) $(11) $(7) $(4) $(6)
ICG`s share of Net Loss
of Public Core Companies (3) (19) - (1) (2) (2) (1) -
ICG`s share of Net Loss
of Emerging and Disposed
Companies (14) (3) (4) 3 (1) - - -
Losses from Discontinued
Operations (8) (7) (6) (5) - (1) (1) -
Corporate Expenses and
Interest Expense, Net (14) (13) (9) (17) (9) (9) (8) (7)
Other Income (Loss),
Impairments and Other (c) (7) 46 44 (14) 5 (7) (22) (43)
Consolidated Net
Income (Loss) $(62) $(13) $13 $(40) $(18) $(26) $(36) $(56)

(a) Total Private Core Company figures are based on the financial
statements prepared by each partner company and, in some cases,
adjustments and estimates by Internet Capital Group. In addition,
these figures are preliminary in nature, are subject to change and may
differ from previously reported figures as a result of, among other
things, changes in the composition of the private core group of
companies, changes to reported figures by each partner company for any
necessary corrections, changes resulting from differing
interpretations of accounting principles upon review by the Securities
and Exchange Commission, or changes in accounting literature.

(b) The Company has consistently defined Aggregate EBITDA for these
purposes as earnings/(losses) before interest, tax, depreciation and
amortization and excluding stock based compensation, restructuring
charges and impairments. EBITDA is a commonly used metric and is
presented here to enhance understanding of our partner company
operating results. EBITDA does not measure financial performance
under GAAP and other companies may present similarly titled measures
that are calculated differently. EBITDA is not an alternative to
operating or net income/(loss), as determined in accordance with GAAP,
as an indicator of performance, nor is it an alternative to cash flow
from operations as determined in accordance with GAAP, as a measure of
liquidity.

(c) Detail of Other
Income (Loss),
Impairments and
Other 1Q 02 2Q 02 3Q 02 4Q 02 1Q 03 2Q 03 3Q 03 4Q 03
Debt for equity
exchange expense $- $- $- $- $- $- $(31)(d) $(35)(d)
Gain from cash debt
repurchases - 63 48 - 6 - - -
Impairments of
Partner Companies - (19) - (24) - (4) - -
Gain (loss) from
discontinued
operations
transactions - - - 10 - - - (9)
Gains (losses) on
Partner Company
dispositions (7) 4 (4) - (1) (1) 2 1
Corporate
restructuring - (2) - - - (2) 7 -
$(7) $46 $44 $(14) $5 $(7) $(22) $(43)

(d) Under Statement of Financial Accounting Standards No. 84, "Induced
Conversion of Convertible Debt", the Company is required to record a
non-cash accounting expense equal to the fair value of shares issued
in excess of the fair value of shares issuable pursuant to the
original conversion terms. Such expense amounted to $30.6 million
and $35.1 million during the three months ended September 30, 2003
and December 31, 2003, respectively, which is offset by an increase
to stockholders` equity. The Company`s first quarter of 2004 results
will include the same type of charge.


INTERNET CAPITAL GROUP, INC.

December 31, 2003

Description of Terms for Consolidated Statements of Operations and
Supplemental Information - Consolidated Statements of Operations

Consolidated Statements of Operations

Effect of Various Accounting Methods on our Results of Operations


The various interests that the Company acquires in its partner companies are accounted for under three methods: consolidation, equity method and cost method. The effect of a partner company`s net results of operations on the Company`s net results of operations is generally the same under either the consolidation method of accounting or the equity method of accounting, because under each of these methods only our share of the earnings or losses of a partner company is reflected in its net results of operations in the Consolidated Statements of Operations. The applicable accounting method is generally determined based on the Company`s voting interest in a partner company.

Consolidation. Partner companies in which the Company directly or indirectly possesses voting control or those where the Company has effective control are generally accounted for under the consolidation method of accounting. Under this method, a partner company`s accounts (revenue, cost of revenue, selling, general and administrative, research and development, impairment related and other, amortization of intangibles, other income (loss) and interest income/expense) are reflected within the Company`s Consolidated Statements of Operations. Participation of other partner company stockholders in the earnings or losses of a consolidated partner company is reflected in the caption "Minority interest" in the Company`s Consolidated Statements of Operations. Minority interest adjusts the Company`s consolidated net results of operations to reflect only its share of the earnings or losses of the consolidated partner company. As of December 31, 2003, the Company accounted for 2 of its partner companies under this method.

Equity Method. Partner companies whose results the Company does not consolidate, but over whom it exercises significant influence, are generally accounted for under the equity method of accounting. Whether or not the Company exercises significant influence with respect to a partner company depends on an evaluation of several factors including, among others, representation on the partner company`s board of directors and ownership level, which is generally a 20% to 50% interest in the voting securities of the partner company, including voting rights associated with the Company`s holdings in common, preferred and other convertible instruments in the partner company. Under the equity method of accounting, a partner company`s accounts are not reflected within the Company`s Consolidated Statements of Operations; however, its share of the earnings or losses of the partner company is reflected in the caption "Equity Loss" in the Consolidated Statements of Operations. As of December 31, 2003, the Company accounted for 14 of its partner companies under this method.

Cost Method. Partner companies not accounted for under either the consolidation or the equity method of accounting are accounted for under the cost method of accounting. Under this method, the Company`s share of the earnings or losses of these companies is not included in the Company`s Consolidated Statements of Operations. As of December 31, 2003, the Company accounted for 14 of its partner companies under this method.

Supplemental Information - Consolidated Statements of Operations

ICG`s share of net loss of Core, Emerging and disposed Partner Companies

Represents ICG`s share of the net loss of Core, Emerging and disposed Partner Companies accounted for under the consolidated and equity method of accounting.

Discontinued Operations

During the three months ended December 31, 2003, one of the Company`s consolidated Partner Companies, OneCoast Network, disposed of substantially all of its assets. Accordingly, the operating results of this discontinued operation have been presented separately from continuing operations.

During the three months ended December 31, 2002, two of the Company`s consolidated Partner Companies, Delphion and Logistics, disposed of substantially all of their assets. Accordingly, the operating results of these two discontinued operations have been presented separately from continuing operations.

Corporate Expenses and Interest Expense, net

General and administrative expenses consist of payroll and related expenses for executive, operational, acquisitions, finance and administrative personnel, professional fees and other general corporate expenses for Internet Capital Group. Stock-based compensation is included and primarily consists of non-cash charges related to certain compensation arrangements.

Interest expense relates primarily to the interest expense on the Company`s outstanding 5.5 % convertible notes due December 2004.

Debt for equity exchange expense

During the three months ended December 31, 2003, the Company, in a number of transactions, exchanged $49.3 million of its 5.5 % convertible notes in exchange for 88.4 million shares of common stock. Under Statement of Financial Accounting Standards No. 84, "Induced Conversions of Convertible Debt", the Company is required to record a non-cash accounting expense equal to the fair value of shares issued in excess of the fair value of shares issuable pursuant to the original conversion terms. Such expense is calculated as follows:

Q3 `03 Q4 `03 TOTAL `03
(in millions)
Bonds repurchased $ 47.9 $ 49.3 $ 97.2

Shares issued for debt exchanges 58.7 88.4 147.1
Fair value of shares issued $ 30.9 $ 35.9 $ 66.8
Fair value of shares issuable
-original terms $ (0.2) $ (0.2) $ (0.4)
Accrued interest $ (0.6) $ (1.0) $ (1.6)
Debt issue costs expensed 0.5 0.4 0.9
Net expense recorded $30.6 $35.1 $65.7


Corporate restructuring

This caption also includes cash and non-cash severance and other charges related to the restructuring of Internet Capital Group`s operations to better align our general and administrative expenses with the reduction in the number of Partner Companies. The three months ended September 30, 2003 includes a gain of approximately $7.0 million relating to the reversal of a restructuring reserve accrual settled for less than the original estimate.

Internet Capital Group, Inc.
Schedule of Ownership Interests in Partner Companies
December 31, 2003

PRIVATE CORE PRIMARY OWNERSHIP
Blackboard, Inc. 15%
CommerceQuest, Inc. 80%
CreditTrade Inc. 30%
eCredit.com, Inc. 42%
Freeborders, Inc. 48%
GoIndustry AG 31%
ICG Commerce Holdings, Inc. 75%
Investor Force Holdings, Inc. 38%
iSky, Inc. 25%
LinkShare Corporation 40%
Marketron International, Inc. 40%
StarCite, Inc. 17%
Syncra Systems, Inc. 31%

PRIVATE EMERGING PRIMARY OWNERSHIP
Agribuys, Inc. 27%
Anthem/CIC Ventures Fund LP 9%
Arbinet-thexchange Inc. 3%
Axxis, Inc. (f/k/a FuelSpot.com, Inc.) 9%
Captive Capital Corporation 5%
ClearCommerce Corporation 11%
ComputerJobs.com, Inc. 46%
Co-nect Inc. 36%
Emptoris, Inc. 9%
Entegrity Solutions Corporation 2%
Jamcracker, Inc. 2%
Mobility Technologies, Inc. 3%
Tibersoft Corporation 5%

PUBLIC CORE COMMON SHARES HELD
eMerge Interactive, Inc. (Nasdaq: EMRG - News) 6,944,445
Universal Access Global Holdings
Inc. (Nasdaq: UAXS - News) 1,083,206
Verticalnet, Inc. (Nasdaq: VERT - News) 2,917,794

PUBLIC EMERGING COMMON SHARES HELD
Onvia.com, Inc. (Nasdaq: ONVI - News) 1,559,481




--------------------------------------------------------------------------------
Source: Internet Capital Group, Inc.

[Dr.Spezialist]

ICG Commerce Enters Into Procurement Business Process Outsourcing Agreement With Avaya
Monday February 23, 8:01 am ET
Proven Track Record of Delivering Measurable Savings Helps Comprehensive Procurement Services Provider Expand Portfolio of Outsourcing Customers


PHILADELPHIA, Feb. 23 /PRNewswire-FirstCall/ -- ICG Commerce, a leading procurement services provider, today announced it has come to an agreement to provide procurement business process outsourcing (BPO) services to Avaya Inc. (NYSE: AV - News), a leading global provider of communications networks and services for businesses. ICG Commerce will provide Avaya with supplier enablement, transaction processing and content management services to address the company`s full range of indirect purchasing commodities. In addition, ICG Commerce will provide in-depth strategic sourcing, category management and contract management for a majority of indirect buying categories.
ADVERTISEMENT


ICG Commerce is a comprehensive procurement services provider committed to helping companies maximize procurement cost savings and achieve other procurement objectives through a full suite of procurement services including Sourcing, Purchase-to-Pay Automation and Outsourcing. The company is considered to be at the forefront of procurement outsourcing, leveraging a comprehensive infrastructure of technology, category experts and process specialists, to manage key activities for over fifty companies. As AMR Research analyst Pierre Mitchell has stated, "ICG Commerce is the poster child of a burgeoning outsourced procurement industry."

"Our selection of ICG Commerce factors into our overall procurement strategy to leverage the expertise and resources of a leading procurement services provider to realize gains in cost savings and improve the delivery of procurement services to Avaya," said Onye Uzoukwu, vice president, Avaya Global Procurement. "Outsourcing select non-core commodities and processes to ICG Commerce gives us the ability to concentrate on more strategic objectives while still effectively managing Avaya`s indirect commodity spending."

As companies seek to focus more on their core competencies as vehicles for top-line growth, outsourcing becomes an attractive means to retain that concentration. According to Aberdeen Group, outsourcing non-core procurement activities or commodities allows companies to avoid the burdens of building and maintaining an advanced procurement infrastructure for categories of spend that are either non-strategic or do not warrant additional resources, while improving savings levels, visibility and control. Such strategic benefits have led nearly 20 percent of large enterprises to outsource at least a portion of their procurement activities already, with that figure expected to more than double over the next three years.

"We believe companies should view outsourcing as a key part of their broader procurement strategy and a cost-effective means of maximizing savings and performance in non-core spend categories," said Jason Gilroy, vice president of Outsourcing for ICG Commerce. "Naturally, many of our customers want to focus their time and resources on their most strategic, direct buying categories and activities and thus do not have dedicated experts to support those that are non-core. ICG Commerce can deliver cost-effective resources, expertise and technology to strategically manage these other categories and ensure savings are driven to the bottom line."

"We view ICG Commerce`s established processes and strategies for managing indirect spend as an enhancement to our internal processes," said Joe Siciliano, Senior Manager of Global Procurement Operations for Avaya. "The procedures and measurements they have in place to increase compliance and improve supplier performance are expected to play a role in achieving our savings targets."

ICG Commerce currently provides a variety of outsourcing services to meet company specific objectives. Select examples include: provision of an onsite procurement team and fully hosted suite of purchasing tools for a major IT network services firm; management of transactional buying for a Fortune 100 conglomerate; and management of sourcing, purchasing and supplier performance for a major industrial manufacturer.

"Avaya is among the leaders that have already recognized the significant value a procurement outsourcing relationship can bring to a company," said Edward H. West, chairman and CEO of ICG Commerce. "We look forward to delivering this value in a measurable way and to a long and successful partnership."

About ICG Commerce, Inc.

ICG Commerce ( www.icgcommerce.com ) is the leading Procurement Services Provider delivering total procurement cost savings through an unmatched combination of deep expertise and hosted technology. ICG Commerce provides a comprehensive range of solutions to help companies identify savings through sourcing, realize savings through implementation and purchase-to-pay automation and drive continuous improvements through ongoing category management. ICG Commerce Inc., a privately held company founded in 1992, is a member of Internet Capital Group`s (Nasdaq: ICGE - News) network of partner companies and has been honored as a Forbes Best of the Web: B2B, UPSIDE Magazine Hot 100 and iSource 100 company as well as had its executives recognized among the iSource "Pros to Know".

About Avaya

Avaya Inc. ( http://www.avaya.com ) designs, builds and manages communications networks for more than 1 million businesses worldwide, including 90 percent of the FORTUNE 500®. Focused on businesses large to small, Avaya is a world leader in secure and reliable Internet Protocol (IP) telephony systems and communications software applications and services. Driving the convergence of voice and data communications with business applications -- and distinguished by comprehensive worldwide services -- Avaya helps customers leverage existing and new networks to achieve superior business results.




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

[Rob2303]

ICG Handel Schließt Beschaffung Geschäft Prozess-Outsourcing-Vertrag Mit Avaya
Montag Februar 23, 8:01 morgens UND
Nachgewiesene Schiene Aufzeichnung des Lieferns meßbare Sparungen Hilfen des kompletten Beschaffung Diensterbringers erweitern Mappe der Outsourcing-Kunden


PHILADELPHIA, Feb. 23/PRNewswire-FirstCall/-- ICG Handel, ein führender Beschaffung Diensterbringer, heute verkündet ihm ist zu einer Vereinbarung, des Beschaffung Geschäft Prozeßoutsourcings (BPO) zu Avaya Inc. zur Verfügung zu stellen Dienstleistungen gekommen (NYSE: Handels - Nachrichten), ein führender globaler Versorger der Kommunikationsnetze und Services für Geschäfte. ICG Handel versieht Avaya mit Lieferant enablement, der Verhandlungverarbeitung und den zufriedenen Managementdienstleistungen, um die company`s volle Strecke der indirekten Kaufgebrauchsgüter zu adressieren. Zusätzlich stellt ICG Handel eingehendes strategisches Auftreten, Kategorie Management und Vertrag Management für eine Majorität indirekte kaufende Kategorien zur Verfügung.
REKLAMEANZEIGE


ICG Handel ist ein kompletter Beschaffung Diensterbringer, der an helfende Firmen gebunden ist, maximieren Beschaffung Kostensparungen und erzielen andere Beschaffung Zielsetzungen durch eine volle Suite der Beschaffung Services einschließlich Auftreten, Kaufen-zu-Zahlen Automatisierung und Outsourcing. Die Firma wird betrachtet, an der vordersten Reihe des Beschaffung Outsourcings zu sein und setzt eine komplette Infrastruktur der Technologie, Kategorie Experten und Prozeßfachleute wirksam ein, um Schlüsseltätigkeiten für rüber fünfzig Firmen zu handhaben. Wie Amr Forschung Analytiker Pierre Mitchell angegeben hat, "ICG Handel ist das Plakatkind eines Sprießens outsourced Beschaffung Industrie."

"unsere Vorwähler der ICG Handelfaktoren in unsere gesamte Beschaffung Strategie, zum der Sachkenntnis und der Betriebsmittel eines führenden Beschaffung Diensterbringers wirksam einzusetzen, um Gewinne in den Kostensparungen zu verwirklichen und die Anlieferung der Beschaffung Dienstleistungen zu Avaya zu verbessern,", sagte, daß Onye Uzoukwu, Vizepräsident, Avaya globales Beschaffung "Outsourcing auserwählte Nichtkern Gebrauchsgüter und Prozesse zum ICG Handel uns die Fähigkeit gibt, uns auf strategischere Zielsetzungen zu konzentrieren, während noch effektiv handhabende Avaya`s indirekte Gebrauchsgutausgabe."

Wie der Firmensuchvorgang, zum mehr auf ihre Kernkompetenzen als Träger für Oberseite-Linie Wachstum, Outsourcing zu richten attraktive Mittel, diese Konzentration zu behalten wird. Nach Ansicht der Aberdeen Gruppe erlaubt Outsourcing Nichtkern Beschaffung Tätigkeiten oder Gebrauchsgüter Firmen, die Belastungen des Gebäudes zu vermeiden und eine vorgerückte Beschaffung Infrastruktur für Kategorien von beibehalten, aufwenden, die entweder nicht-strategisch sind oder nicht zusätzliche Betriebsmittel gewährleisten, während das Verbessern von von Sparungen, Sicht und Steuerung ebnet. Solcher strategischer Nutzen hat fast 20 Prozent große Unternehmen zum outsource mindestens ein Teil ihrer Beschaffung Tätigkeiten bereits geführt, wenn diese Abbildung zu mehr erwartet ist, als Doppeltes über den folgenden drei Jahren.

"wir glauben, daß Firmen Outsourcing als Schlüsselteil ihrer ausgedehnteren Beschaffung Strategie ansehen sollten und kosteneffektive Mittel der Maximierung von von Sparungen und von von Leistung im Nichtkern Kategorien," aufwenden, sagte Jason Gilroy, Vizepräsident des Outsourcings für ICG Handel "natürlich, viele unserer Kunden möchten ihre Zeit und Betriebsmittel auf ihre strategischsten, direktesten kaufenden Kategorien und Tätigkeiten richten und folglich haben nicht eingeweiht Experten, um die zu stützen, die Nichtkern sind. ICG Handel kann kosteneffektive Betriebsmittel, Sachkenntnis liefern und die Technologie, zum dieser anderen Kategorien strategisch zu handhaben und von von Sparungen sicherzustellen werden gefahren zum Endergebnis."

"wir sehen ICG Commerce`s herstellten Prozesse an und Strategien für das Handhaben indirekt wenden als Verbesserung zu unseren internen Prozessen," auf, sagte Joe Siciliano, älterer Manager der globalen Beschaffung Betriebe für Avaya. "die Verfahren und die Maße, die sie im Platz haben, zum von von Befolgung zu erhöhen und Lieferant Leistung zu verbessern werden erwartet, eine Rolle zu spielen, wenn man erzielt unsere Sparungen Ziele."

ICG Handel stellt z.Z. eine Vielzahl der Outsourcingdienstleistungen zu den Treffenfirma-Besonderezielsetzungen zur Verfügung. Auserwählte Beispiele schließen ein: Bestimmung einer onsite Beschaffung Mannschaft und völlig der bewirteten Suite des Kaufens der Werkzeuge für einen Major, den SIE Vermittlungsdienste fest macht; Management des transactional Kaufens für ein Vermögen 100 Konglomerat; und Management des Auftretens, des Kaufens und der Lieferant Leistung für einen industriellen hauptsächlichhersteller.

"Avaya gehört zu den Führern, die bereits den bedeutenden Wert erkannt haben, den, ein Beschaffung Outsourcing-Verhältnis holen kann einer Firma," sagte, daß Edward H. West, Vorsitzender und CEO des ICG Handels, "wir freuen, diesen Wert in einer meßbaren Weise zu liefern und zu einer langen und erfolgreichen Teilhaberschaft."

Über ICG Handel Inc..

ICG Handel (www.icgcommerce.com) ist die führenden Beschaffung Diensterbringerliefernden Gesamtbeschaffung Kostensparungen durch eine nicht angepaßte Kombination der tiefen Sachkenntnis und der bewirteten Technologie. ICG Handel stellt eine komplette Strecke der Lösungen zu den Hilfe Firmen kennzeichnen Sparungen durch Auftreten, verwirklichen Sparungen durch Implementierung und kaufen-zu-zahlen Automatisierung und fahren ununterbrochene Verbesserungen durch fortwährendes Kategorie Management zur Verfügung. ICG Commerce Inc., eine privat gehaltene Firma, die 1992 gegründet wird, ist ein Mitglied des Internets Hauptgroup`s (Nasdaq: ICGE - Nachrichten) Netz der Partnerfirmen und ist als Forbes gut des Netzes geehrt worden: B2B, OBERSEITE Zeitschrift heiße 100 und iSource 100 Firma sowie hatten seine Hauptleiter, die unter dem iSource "Pro erkannt wurden, um zu wissen".

[haggibaer]

Dr. Spezialist = Snap ??

oder was geht

haggi

[Duschgel]

spezi soll snag sein?
erzähl noch einen *g

[zelezna]

Er hat gesagt, er wäre SNAP und nicht SNAG !!!

Genau lesen bitte !

[Dr.Spezialist]

Bei mir sind das Muskeln Mann

[Dr.Spezialist]

die ganzen Zahlen von Onvia
sieht dieses Jahr noch nicht so gut aus, aber wenn der Trend beibehalten wird sind wir Mitte 2005 mit einem positiven Ergebnis dabei
Financial Results

Revenue
-- Revenue for the quarter and year ended December 31, 2003 was $2.8
million and $10 million, respectively, compared to $2.1 million and
$7.2 million during the same periods of 2002, an increase of 30% and
38%. Onvia earns revenue from its subscription-based government lead
notification service and enterprise sales program.

Net Loss
-- Net loss decreased to $2.7 million and $7.9 million for the quarter and
year ended December 31, 2003, respectively, compared to $9.1 million
and $35.7 million during the comparable periods of 2002, a decrease of
70% and 78%.

Loss Per Share
-- On a per share basis, the Company reported a net loss of $0.36 and
$1.03, for the quarter and year ended December 31, 2003, respectively,
compared to a net loss of $1.19 and $4.66 for the same periods in 2002.
Net loss per share in 2002 includes the impact of a change in
accounting principle of $2.15 per share. The Company has approximately
7,677,000 shares outstanding.

Cash Flow
-- The Company finished 2003 with $32.4 million in cash and investments
compared to $38.6 million in 2002. Cash used in operations during 2003
and 2002 was $5.6 million and $13.1 million, respectively, including
restructuring payments of $3.1 million and $5.1 million. Net cash used
in operations, excluding restructuring payments, was $2.5 million in
2003 compared to $8 million in 2002.


Mike Pickett, Onvia`s Chairman and Chief Executive Officer stated, "2003 was another year of strong growth for Onvia. We continued to grow revenue, decreased net loss substantially, and improved gross margins. In addition, we subleased some of our idle space and eliminated all pending lawsuits. I am very pleased with the progress we made in 2003."

In 2003, Onvia used its technology to publish more opportunities and develop new information-based products that notify customers of government projects from start to finish. "In 2003, Onvia dramatically broadened its product offering by providing our customers with valuable information throughout the life cycle of government contracts," President and Chief Operating Officer Clayton Lewis explained. "These new products such as advance notice and grants helped us attract and retain higher value customers and contributed significantly to our success this past year."

During 2003, Onvia developed important strategic partnerships with 49 new government agencies that selected the DemandStar procurement solution to publish their procurement opportunities. In the fourth quarter, the Company added 12 agencies to the network including the Dallas Housing Authority, Oklahoma County, King County (WA) Housing Authority, and the Company`s first agencies in the states of New Mexico and Louisiana.

In January 2004, Onvia formally terminated its contract with Broadview International LLC, the investment banking firm it engaged in 2002 to review strategic alternatives, including a possible sale of the Company. "We did receive offers from and had varying levels of negotiations with two prospective financial buyers," Pickett stated, "but negotiations were terminated due to our increasing stock price."

[Dr.Spezialist]

Kangol Selects Freeborders Solutions for Product Lifecycle Efficiencies
Wednesday March 10, 8:31 am ET
Renowned Hat and Apparel Manufacturer Launches Initiative to Speed Products to Market


SAN FRANCISCO, March 10 /PRNewswire/ -- Freeborders today announced that Kangol Headwear Europe, the leading hat manufacturer, has launched an initiative to use Freeborders solutions to speed high-quality lifestyle products to market.
ADVERTISEMENT


Kangol, a brand that started in 1938 and has been on the cutting edge of urban wear since 1983, has chosen Freeborders, a leading provider of Product Lifecycle Management (PLM) solutions for leading brands, retailers and manufacturers, to make its supply chain more efficient and increase its competitiveness.

"The demand that Kangol receives for its head-to-toe lifestyle brand throughout Japan, Europe and the U.S., drives us to find ways to improve our processes for developing product," said Christopher Swan, Global Creative Director of The Bollman Hat Company, licensee for Kangol Headwear. "Using Freeborders PLM solutions, we expect to achieve several objectives, including greater efficiencies in product development, reduced travel for our employees and a shorter supply chain."

Freeborders delivers the four key benefits of PLM, including profitable revenue growth, faster product development cycle times, better inventory management and improved quality to companies such as Dillard`s, DuPont, Gap, J. Crew, L. L. Bean, Lands` End, Liz Claiborne, Saks, and Target.

Kangol will call upon Freeborders solutions and services to provide a platform from which to steadily increase the competitiveness of its product development by reducing lead times, increasing the accuracy of prototyping, and improving the quality of information flow and the ability to monitor and manage its entire process. The system initially will be launched for the development of Bollman`s Kangol product lines but the company will look to roll it out within the rest of the Bollman group as business development plans expand.

"Kangol, known for its leading-edge style, realizes that our proven experience in helping over 350 companies worldwide develop millions of products annually can help them improve their product cycles to meet ever more demanding consumer tastes," said Ramsey Walker, co-CEO 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 350 brands and retailers globally, including Dillard`s, DuPont, Gap, 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 - News), IBM, TAL Apparel Ltd., and Fountain Set.




--------------------------------------------------------------------------------
Source: Freeborders

[Dr.Spezialist]

ICG Commerce Executive Honored by Supply & Demand Chain Executive Magazine as Top Sourcing Thought Leader
Tuesday March 16, 8:05 am ET
Keith Hausmann Selected as `Pro to Know` in Supply & Demand Chain Management, Scheduled to Present at Leading Industry Conference in April


PHILADELPHIA, March 16 /PRNewswire/ -- Leading procurement services provider ICG Commerce today announced that Keith Hausmann, vice president of sourcing and category management, has been recognized as a "2004 Provider Pro to Know" by Supply & Demand Chain Executive magazine (formerly iSource Business). As further testament to his role as a thought leader in the industry, Hausmann also is set to serve as a speaker at the upcoming 89th Annual Institute of Supply Management (ISM) national conference.
ADVERTISEMENT


According to the publication, the Supply & Demand Chain Executive "Pros to Know" issue recognizes individuals who "demonstrate outstanding thought leadership in the supply chain industry, influencing the way companies do business." Supply & Demand Chain Executive`s editorial team and advisory board developed the list after evaluating hundreds of nominations. Solution providers were chosen based on their ability to equip supply chain management professionals with the proper tools and services they need to improve the efficiency of their supply and demand chains. Hausmann is ICG Commerce`s second "Pro to Know," following Senior Vice President David Clary`s recognition in 2003.

A 14-year veteran in the supply chain industry, Hausmann has helped develop ICG Commerce`s integrated procurement services program that includes sourcing, savings implementation, purchase-to-pay automation and ongoing category management -- the cornerstone of the company`s rapidly growing success. In addition, Hausmann has been instrumental in evolving ICG Commerce from the procurement consulting firm it originated as in the early 1990s, to the full technology-enabled procurement and outsourcing services provider it has become today.

"I`m honored to be named a Supply & Demand Chain Executive `Pro to Know,`" Hausmann said. "Procurement and category specific knowledge is a fundamental element of ICG Commerce`s services. I view this recognition as a tribute to the breadth and depth of expertise that exists throughout the entire company."

This April, at the ISM national conference, Hausmann will discuss successful sourcing strategies and approaches. In his presentation, "One Sourcing Strategy Does Not Fit All," he will educate attendees on how categories with different supply base characteristics, diverse levels of strategic importance and varying degrees of customization are best addressed with various sourcing approaches. Drawing on examples from his work with over 50 Fortune 500 companies, Hausmann will outline the primary factors that companies need to consider when determining which sourcing strategy is best suited for maximum results.

For the complete listing of Supply & Demand Chain Executive`s 2004 "Pros to Know" and accompanying editorial, please see the February/March issue of the publication in print or online at www.sdcexec.com . For more information on ISM`s 89th Annual International Supply Management Conference and Educational Exhibit, please visit www.ism.ws .

About ICG Commerce, Inc.

ICG Commerce ( www.icgcommerce.com ) is a leading Procurement Services Provider exclusively focused on helping companies buy more effectively and efficiently in order to reduce costs significantly and continuously. The company offers an unmatched combination of deep process and category expertise and leading technology to delivery Sourcing, Purchase-to-Pay Automation and Outsourcing Services. ICG Commerce, Inc., a privately held company founded in 1992, is a member of Internet Capital Group`s (Nasdaq: ICGE - News) network of partner companies and has been named among Forbes` Best of the Web: B2B, honored as an UPSIDE Magazine Hot 100 company and a Global Logistics & Supply Chain Strategies Top 100 solution provider and had its executives recognized among Supply and Demand Chain Executive magazine`s "Pros to Know". For more information, please visit www.icgcommerce.com .




--------------------------------------------------------------------------------
Source: ICG Commerce, Inc.

[snag]

Fakt ist, dass sich durch den Tilgung der Wandelschuldvrschreibung gegen Aktien die Chance-/Risiko-Relationen grundlegend gewandelt haben. Das Risiko ist sehr viel kleiner geworden, denn wir haben ein weitgehend schuldenfreies Unternehmen mit einigen chancenreichen Beteiligungen.

Ich sehe auch große Chancen, allerdings sind die nicht mehr so groß wie früher, weil sich diese vorhandenen Werte statt wie früher auf 300 Millionen Aktien auf 750 bis 800 Millionen Aktien verteilen. Andererseits entspricht der momentane Kurs von ca. 0,38 Dollar bei angenommenen 750 bis 800 Millionen Aktien ca. 300 Millionen Marktkapitalisierung (die meisten Börsenboards sind in dieser Hinsicht mehr oder weniger schlecht akutualisiert). Die Frage ist jetzt, was/ob die ca. 30 Beteiligungen nicht doch mehr wert sind, als die 300 Millionen. Ich meine das schon, allerdings muss man auch dazu sagen, dass wir momentan noch etwas an den Enttäuschungen über die Erlösentwicklung vieler kleiner Softwarefirmen in 2003 leiden, die sich auch auf die Werteschätzung bei Internet Capital auswirken. Nehmen wir z.B. einmal Ariba, die immerhin wieder 230 Millionen Umsatz schaffen und trotz sehr hohen Wertschöpfungsanteil mit ca. 770 Millionen bewertet werden. Ich glaube, dass in diesem Punkt momentan mit ein Problem liegt, nämlich dass die fast 100%-Wertschöpfung mancher E-Commerce-Firmen mit Schrauberfirmen verglichen werden, deren Aufgabe im Zusammenbau fremdbezogener Teile liegen. Diese Gleichsetzung wird sich sicher eines Tages wieder verändern, braucht aber seine Zeit.

Bis dahin muss der Kursanstieg aus den Internet Capital eigenen Besonderheiten resultieren, die daran liegen, dass man keine Orientierung hinsichtlich des Wertes der Beteiliungen hat, die sich langsam auflöst - ein Meilenstein wird hier der Vollzug des Blackboard-IPO`s sein. Ich habe gestern einmal Worst-Case-Schätzungen für die Beteiligungen vorgenommen, in die die nicht ganz zufriedenstellende Ergebnisse von Softwarefirmen in 2003 (allgemein) einfließen. Im einzelnen schätze ich danach den Wert der Intenet Capital-Anteil an den Beteiligungen wie folgt ein:

1. Linkshare 150 Millionen

2. ICGCommerce 150 Millionen

3. Blackboard 100 Millionen

4. GoIndustry 100 Millionen

5. Marketron 70 Millionen

6. Starcite 60 Millionen

7. Freeborders 50 Millionen

8 Isky 50 Millionen

9. Syncra 40 Millionen

10. Computerjobs 40 Millionen

11. Commercequest 40 Millionen

12. Credittrade 30 Millionen

13. ECreditcom 20 Millionen

14. Investoreforce 20 Millionen

15. Emptoris 10 Millionen

16. Clear Commerce 10 Millionen

17. Agribuys 5 Millionen

18. Co-nect 5 Millionen

19. Onvia 5 Millionen

20. Verticalnet 5 Millionen

Für die restlichen 10 Beteiligungen gehe ich bei einem Durchschnittswert von einer Million pro Beteiligung von 10 Millionen aus.

Aufsummiert würde sich dann 970 Millionn ergeben. Geteilt durch 750 bis 800 Millionen ein Kurs von ca. 1,25. Das ist meines Erachtens ein erreichbares Ziel, wenn sich die Erwartungen stabilisieren. Für mehr müssten einige m.E. sehr niedrigen Kurse vergleichbarer kleiner Softwareaktien noch anziehen und/oder weitere positive Meldungen von den einzelnen Beteiligungen hinzukommen. Aber mit einer Vervierfachung bis zum Jahresende wäre ich logischerweise auch zufrieden.

[snag]

Wann werden sich die Erwartungen stabilisieren war eine meiner Fragen?

Eine Antwort hatte ich schon gegeben, der Vollzug des Blackboard-IPO`s könnte hier eine Wegmarke sein. Denn wenn Ihr einmal meine obigen Annahmen viertelt, das unterstellt der momentane Kurs, kämen da für Blckboard 25 Millionen heraus. Das würde unterstellen, dass Blackbord ca. 165 Millionen wert wäre - das 1,25 fache seins Umsatzes. Vergleichbare IPO`s wie Salesforce.com gingen da mit 10 ins Rennen, von Google, die qualitätsmäßig schlechter sind als Blackboard, mit noch höheren Werten wollen wir das erst gar nicht anfangen.

Eine Antwort habe ich vergessen. Nach einem Reverse Split, denn ich auf 1:15 taxiere. Rechnerisch müsste danach der Kurs bei knapp 6 Dollar landen. Ich vermute, dass der nach der Stabilisierung der Erwartungen dann binnen weniger Wochen auf 10 steigt und am Jahresende irgendwo zwischen 15 und 20 landet.

[snag]

Das sehe ich ähnlich wie der Ami, der hier einen Taucher in den USA auf 0,375 anspricht. Man kann es ja auch hier auf den Boards erkennen, wo sachfremde Themen dominieren, während potenzielle Intercapital-Poster pausieren, dass wohl einige verkauft haben, um nach einem Reverse Split billiger einzusteigen. Da das auch viele Shortseller wollen, die die Aktie unbedingt kaufen müssen, kann das eigentlich nur schief gehen. Denn das Nach-Unten-Schaukeln wird schwer werden, da einfach ein enormer fundamenentaler Boden da ist, der auch nicht mehr durch Schuldenstories aus 1000 und einer Nacht in Frage gestellt werden kann.

MMs giving you a buy opportunity
by: pkptrader 03/17/04 01:56 pm
Msg: 203771 of 203771

You can seize this opportunity before ICGE goes up again.

Heute agieren können aber nur diejenigen, die auch in den USA handeln können.

[snag]

Ich hatte ja darauf hingewiesen, dass bei x-Fab ein IPO-Pleite bevorsteht, die dann auch eingetreten ist. Mit GoIndustry wäre das nicht passiert. die haben ihren Auftritt jetzt aktualisiert:

Services Overview

Comprehensive Range of Services

Our experienced staff recognizes that management and disposal of productive and surplus assets is always unique - there is no off-the-shelf solution. Because each situation has its own specific requirements, GoIndustry offers a range of asset disposal, valuation, corporate asset management, and business brokerage services tailored and staffed to achieve optimum results.

GoIndustry is the global leader in surplus industrial asset disposals, valuations, and asset management. The Company combines 125 years of asset sales experience with innovative eCommerce and back-office technology. The Company services large corporations, insolvency practitioners, small-to-medium-size enterprises (SMEs), and financial institutions located around the world with significant clientele from the ranks of the Global 2000.
GoIndustry offers a broad range of services to address all the surplus asset disposal, asset valuation, and asset management needs of its clients. The Company is the only provider of this full-service solution on a regional and global basis in the market. GoIndustry is organized around three Business Divisions:

The Asset Disposal team currently sells over €250 million of used surplus assets per year in a wide range of industrial sectors including manufacturing, processing, telecoms, textile, and construction. Asset sales typically result when a company closes down a factory due to merger or on economic grounds, upgrades its production line, or is liquidated. The Disposals team executes over 400 auctions, private treaty, webcast, and online sales per year and has experience in over 70 different countries. While GoIndustry boasts over 125 years of traditional auctioning experience, it also leads the industry in online disposal technology.

The Consulting Division provides valuation and disposal advice relating to industrial machinery assets and inventory to banks, equipment lessors, asset based lenders, corporate recovery lawyers and accountants and large corporations. Over forty Consulting professionals have conducted valuations in over 30 industrial sectors and 70 different countries.

The Corporate Solutions group focuses on developing long term relationships with large global corporations. A team of highly skilled business generators secures mandates around the world, many from the Global 2000. One of the team`s main tools is the Asset Redeployment Manager (ARMTM), GoIndustry`s innovative asset management software solution, already in place at major corporations.

Und hier werden dann die einzelnen Bereich ausführlicher beschrieben:

Asset Disposal Overview


The GoIndustry Disposals team currently sells hundreds of millions of Euros in used surplus assets per year, in a wide range of industrial sectors including manufacturing, processing, telecoms, textile, and construction. Asset sales typically result when a company closes down a factory due to merger or on economic grounds, upgrades its production line, or is liquidated. The Disposals team executes over 400 auctions, private treaty, webcast, and online sales per year and has experience in over 70 different countries. While GoIndustry boasts over 125 years of traditional auctioning experience, it also leads the industry in online disposal technology. In a typical twelve month period, the Company sells thousands of assets via webcast technology to thousands of registered webcast bidders from around the world. Similarly, GoIndustry has executed hundreds of online auctions and online single asset transactions worth millions of Euros worldwide.

Sales Formats

GoIndustry utilises four different general formats to execute the sale of assets:

· Live Auctions

· Private Treaty

· Live Webcast Auctions

· Online Sales

Live Auctions

Auctions are the most effective format to sell large lots of assets in a short period of time whilst realizing the maximum market price. Auctions typically result when a company closes down a factory due to merger or economic grounds, upgrades its production line, or is liquidated. Live auctions are conducted on-site or at a local event venue and are staged to create a competitive bidding environment to maximise the realisation. Typically anywhere from 25-500 potential buyers arrive to bid on a lot-by-lot basis managed by the auctioneer. GoIndustry manages the auction process end-to-end and provides the highest standard of service in the marketplace.GoIndustry`s executes over 275 auctions per year with an average of 800 lots per auction. In parallel with all major Live Auctions, GoIndustry utilises its GoWebcast product which is becoming an increasingly important part of our full-service offering.There are 5 distinct phases for a successful auction.

Client/Deal Acquisition.

GoIndustry`s Business Generation team identifies and secures the mandate. The team works with the client to select the optimal sales format and the scope of the project. The Business Generation team members then negotiate terms that are favourable for GoIndustry and the client. A project is created and a Project Management Team is assembled to execute the deal end-to-end. · Buyer Marketing. The marketing team identifies relevant potential buyers and creates a targeted marketing campaign. Direct marketing is achieved leveraging GoIndustry`s database of more than one million buyers and through other sources. The team develops a marketing brochure, distributed by post, email, and on the website. · Set-up. GoIndustry selects and prepares the site for buyer inspections and the auction event, and categorizes assets and prepares lots. In conjunction with this process, online catalogues and asset listings are developed for maximum exposure. · Event. On the day of the event a set-up team finalizes preparation of the auction site, updating inventory of assets and lots and preparing the auctioneer platform and webcast facilities. Potential buyers are registered prior to the event. During the auction the auctioneer has complete control and manages the auction process to maximise realisation values. Sales are recorded for collection and invoicing at the end of the event. · Post-Sales Support. GoIndustry helps facilitate the transfer process from seller to buyer. GoIndustry issues invoices and collects the money on behalf of the seller. Extensive reporting during and after the auction is also provided. Private Treaty Sales/LiquidationsPrivate treaty sales are generally suited for situations in which the asset needs a longer period of exposure and a more targeted approach to potential buyers. Assets sold via Private Treaty tend to be more specialized or complex. In these situations, the transaction between the buyer and seller is mediated by GoIndustry. GoIndustry executes approximately 100 Private Treaty sales per year, and has a particular market strength in this sales method.Live Webcast AuctionsReal-time webcast of live auctions is one of the factors that has truly changed the economics of the asset disposal business. GoIndustry has developed proprietary webcast software, procedures, and an experienced operational team to provide a unique product - GoWebcast. GoWebcast provides extensive flexibility to auctioneer methods, languages, technology, and regulations. the system is fully integrated to all GoIndustry back office systems, and is significantly cost effective.A GoWebcast draws a wider range of buyers to participate in on-site auctions without having to be physically present. Webcasting provides real-time bid pricing, asset descriptions, photos, and messaging. Bidders can participate from their desks, making pricing decisions based upon the dynamics of the live bidding.Total sale realization can often be dramatically impacted by the utilization of webcast. In some sectors, such as high tech, a 30-55% webcast sell-through rate has become the norm which clearly implies that prices yielded at these auctions are well in excess of what would have been achieved at the physical event without Webcast competition.Online SalesThe Online Sales Team focuses exclusively on selling groups of assets and individual assets over the Internet by utilizing our proprietary Internet auction technology.The Team employs full-time Equipment Sales Specialists who combine deep industry knowledge and Internet expertise to offer our clients an innovative and unique service. GoIndustry`s proprietary technology dramatically increases trading efficiency beyond that possible in the offline world alone. It brings together an unprecedented number of buyers and sellers from all over the world, 24 hours a day, 7 days a week. This enables the auctions to achieve optimum realisations as they are able to reach more end users worldwide.Our online sales methods mirror the sales methods we employ in our on-site sales, namely auction and private treaty. They differ in the sense that the majority of the negotiation and the true sales transaction is executed online, which allows us to achieve a lower marginal cost of effecting a sale.· Online Auction. Similar to a live auction, but the auction "room" is actually GoIndustry`s secure online marketplace. An auction close date and time is set, and bidders can place their bids. Bidders can benefit from GoIndustry`s secure Autobid function to represent them should they be outbid when they are not online. · Online Private Treaty. The seller indicates an asking price, and the prospective buyer makes a binding offer. The seller chooses whether to accept the offer. If the seller accepts, then the item is sold and the GoIndustry will collect the funds on behalf of the sellers and remit the proceeds to the client. GoIndustry`s Equipment Sales Specialists market assets via traditional and online methods to targeted buyers. The team leverages our database of over 1 million qualified buyers who are informed via customised emails/newsletters of upcoming online sales. Each sale is prominently displayed on GoIndustry`s homepage and receives full exposure to our website`s qualified buyer traffic. Increase Value of SaleOnline sales allow potential buyers to bid from wherever they are around the world. This broadening of geographic coverage breaks through the normal physical restraints of traditional sales and allows more potential buyers to participate and bid, thus increasing the realisation on any given sales. Our website/marketplace is increasingly becoming a destination of choice for used equipment buyers all over the world. Our categorisation and specification system for assets allows end-users to determine the suitability of equipment as compared to their needs. With higher end-user participation, we are able to consistently achieve strong realisations for our clients.Lower Cost of SalesCosts of online sales are lower then traditional on-site sales. Our proprietary technology allows us to reduce the typical back-office support needed to conduct an auction or private treaty sale while still maintaining or even enhancing a competitive bidding environment. Specifically, the event does not require an auctioneer, event facilities, set-up staff or event staff. In addition, GoIndustry will monitor and record lot status and history as well as facilitate post-sale service and invoicing.


Valuation and Appraisal Consulting The Consulting Division provides valuation and disposal advice relating to industrial machinery assets and inventory to banks, equipment lessors, asset based lenders, corporate recovery lawyers and accountants and large corporations. Over forty GoIndustry Consulting professionals have conducted valuations in over 30 industrial sectors and 70 different countries. The team draws upon the experience of tens of thousands of appraisals and a database of transacted assets to deliver rapid, accurate values. See our list of valuation / appraisal clients.Valuation advice is typically given for impending transactions exclusively. We focus on providing added value to a transaction by reducing risk, increasing clarity and certainty to the participants. The transactions and type of appraisals include:· Sale of assets under orderly and forced sale circumstances · Valuation of assets for disposal in the near or distant future · Valuation of assets on a piecemeal break-up basis, for sale in one lot or for sale in situ, perhaps with real estate · Valuation of assets for sale by private treaty or for sale by auction · Residual value appraisal for equipment lessors For equipment lessors, GoIndustry gives a comprehensive asset management service. The Company helps lessors manage their assets whilst in customers hands through the lease term, advises on the suitability of assets as loan collateral, advises on lease documentation and return conditions, trains staff, and implements procedures and external audits for loan books.For asset-based lenders, the Company gives a comprehensive and rapid service. The Consulting Division values machinery and inventory assets and produces specific factual reports for the lenders` credit committee.Other advice given to clients includes designing exit strategies from insolvent or solvent liquidations or business closures and advising corporate recovery advisers on asset recovery issues following insolvency and liquidation.Competitive PositionGoIndustry is the largest asset valuation consulting firm in the UK and Europe, and rapidly growing in the US.SynergiesValuation services are an integral part of the GoIndustry organisation. The resources of the Consulting Division are called on regularly in the risk assessment process relating to deal purchases or guarantees. This is also a natural source of business for the Disposals Division; collateral financing agreements for which the Consulting Division has done valuations become foreclosures or secured creditor sales in many cases.

[snag]

Das meint ein Ami:

"Lets not forget that all the insiders have shares and want what`s best for them."

Ich will das doch hoffen. Was mir nicht unbedingt gut gefallen würde, dass sie nicht nur zur Schuldentilgung neue Aktien ausgegeben, sondern auch für zusätzliche Investitionen in Beteiligungen. Die sollten jetzt endlich einmal ihren viel zu hohen Kassenbestand runterfahren, denn man braucht ohne die Zinskosten der Wandelschuldverschreibung gerade einmal noch zwei Millionen pro Quartal, wenn man keine Einnahmen hat.

Dann geht der Kurs vielleicht zwar leichter bis auf 0,80 bzw. einen Dollar, aber sehr viel schwerer darüber. Die übertreiben momentan das Sicherheitsdenken.

[snag]

Verschiedentlich hatte ich ja auf anderen Threads, als die noch nicht fast ausschließlich mit Spams vollgeknall wurden, die Frage aufgeworfen, wann es bei GoIndustry zu einem Ipo kommt. Inzwischen habe ich die Idee wieder etwas verworfen, denn bei einem Merger wäre sicher ein wesentlich höherer Preis möglich, das sich enorme Synergien ergebn würden.

Lest Euch einmal den nachstehenden Text durch und überlegt Euch, wer hier für eine Übernahme in Frage käme. Die Frage ist ähnlich leicht wie: An welchem Fluss liegt Frankfurt am Main?

GoIndustry: Ebay für Unternehmer

Sie verkaufen riesige Hamster und die Reste von Grundig im Internet – was Ebay für Privatleute, ist GoIndustry für Unternehmer.

London, Ende Februar 2001. Brent Pollard weiß selbst nicht so genau, was ihn da gerade geritten hat. „Ich glaub’, ich hab mich da ein wenig mitreißen lassen“, sagt der 40-jährige Brite aus Kent, „angefangen habe ich mit einem Gebot von 250 Pfund.“ Am Ende zahlte er zwölfmal so viel. 3000 Pfund – für einen riesigen Hamster aus Fiberglas mit einem Stück Käse in der Pfote.

Pollard war einer von vielen tausend Briten, die bei der Versteigerung der Ausstellungsstücke aus der Londoner Investitionsruine Millennium Dome zuschlugen. Er sicherte sich sein Andenken an eine nationale Katastrophe. Doch was ein Fiasko war für den britischen Steuerzahler, freute damals zumindest einen: den Auktionator, der mit den Objekten aus einer Schau über den menschlichen Körper, aber auch profaneren Dingen wie Laptops und Bürostühlen 3,5 Millionen Pfund erzielte und dafür prächtige Provisionen einstrich.

Nicht bei jeder Auktion kommen derart skurrile Gegenstände wie Riesenhamster, gigantische Augen oder ein menschliches Herz aus Plastik unter den Hammer. Herbert Willmy hätte sicher auch keinen Riesenhamster gekauft. Der 53-jährige Franke kam ein paar Monate später und übernahm im Oktober 2001 den Laden, der den Millenniums-Verkauf organisiert hatte.

Schwerfällige Ware

Willmy kaufte Henry Butcher International, das mit 126 Jahren Tradition wohl älteste Auktionshaus der Welt und machte es zum Kernstück des damals nicht mal zwei Jahre jungen Münchner Startups GoIndustry, das sich derzeit anschickt, zur weltweiten Nummer eins in seinem Metier zu werden: Industrieauktionen, dem Verkauf von gebrauchten Maschinen und ganzen Fabriken via Internet.

Vermittelt das mittlerweile zu Kultstatus gelangte US-Auktionshaus Ebay Konsumartikel vom Turnschuh bis zum Teddybär weltweit auf dem Internetmarktplatz an Privatkunden, kümmert sich GoIndustry um deutlich schwerfälligere Ware. Damit machte die AG mit Sitz in München im vergangenen Jahr einen Umsatz von 50 Millionen Euro und schreibt laut CEO Willmy seit vergangenem Jahr operativ schwarze Zahlen. Mit rund 260 Mitarbeitern in 16 Ländern verkaufte das Unternehmen 2002 bei etwa 400 Versteigerungen weltweit Waren im Wert von fast 300 Millionen Euro. In diesem Jahr, so Willmy, werde sein Unternehmen 600 Versteigerungen durchführen.

40 Prozent des Umsatzes macht GoIndustry mit Insolvenzen, weitere 40 Prozent entfallen auf den Verkauf von nach Restrukturierungen überflüssigen Maschinen und Gebäuden. Die übrigen 20 Prozent des Umsatzes erzielt GoIndustry dafür mit technischen Gutachten, Willmy und das Management halten selbst eine Beteiligung von 46,7 Prozent an dem Unternehmen, die restlichen Anteile gehören den beiden Wagniskapitalgebern Atlas Venture und Internet Capital Group, die insgesamt 55 Millionen Euro in die Neugründung investierten.

Ein Erfolgsgeheimnis von GoIndustry: Das Kapital investierte Willmy, der im Mai 2000 als CEO einstieg, in den Kauf renommierter Auktionshäuser wie Henry Butcher, Michael Fox (USA) und Herbert Karner (Deutschland/Österreich). So scharte er geballtes Verwertungswissen um sein Startup und verschaffte zugleich den Traditionsunternehmen den Eintritt ins Digitalzeitalter – eine Verbindung, die Früchte trägt. Willmys jüngster Coup: GoIndustry kümmert sich um den Verkauf der Überreste der insolventen Industrielegende Grundig.

Der Posten steht ganz unten in einer langen Liste von Verkäufen. „Live Auction“ steht da an vorletzter Stelle im Kalender, mit „GoWebcast, dreitägiger Verkauf, vierter Dezember 2003, 1121 Wien, Österreich“. Bis zum Nikolaus-Tag kommt in Österreich die letzte Fernsehgeräteproduktion von Grundig unter den Hammer.

Oder das, was in einigen Wochen noch übrig ist von den Kunststoff-Spritzgussmaschinen und den Roboter-Lackieranlagen, die man braucht, um mehr als 50 verschiedene Fernsehmodelle zusammenzubauen, vom Standardgerät bis zum Luxusheimkino mit 110 Zentimetern Bildschirmdiagonale. „Dank unserer umfangreichen Kundenkartei können wir Interessenten in mehr als 30 Ländern gezielt angehen“, sagt Herbert Willmy, „allein in China sprechen wir 2500 potenzielle Investoren an.“ Bevorzugt wird der, der das ganze Werk kauft.

"Eine ganze Industrie verändern"

So lukrativ – GoIndustry kassiert bis zu zehn Prozent des Kaufpreises vom Verkäufer und bis zu 15 Prozent Provision vom Käufer – und namhaft der jüngste Kunde auch ist, Willmy muss schlucken: „Wenn so ein bedeutendes Stück deutscher Industriegeschichte verkauft wird, tut das schon weh.“ Willmy ist schließlich kein 25-jähriger Internet-Nerd, dem es egal ist, ob er heute Turnschuhe und morgen Fernsehfabriken online verkauft.

Willmy ist selbst Old Economy, baute im Alter von 25 Jahren für den fränkischen Messer-, Gabel- und Löffel-Produzenten WMF von Singapur aus das Asiengeschäft auf. Trug jahrelang Managementverantwortung für das Lampengeschäft von AEG, saß im Vorstand des niederländischen Elektronikriesen Philips – bevor ihn die Lust packte, nochmal alles auf null zu setzen und ein eigenes Unternehmen aufzuziehen. Heute sitzt Willmy in München in einem 16-Quadratmeter-Büro, hat nur wenig mehr Mitarbeiter als damals sein gesamter Philips-Vorstandskreis zählte, und ist zufrieden: „Wir sind dabei, eine ganze Industrie zu verändern.“

Weltweit, schätzt Willmy, habe der Markt für gebrauchte Wirtschaftsgüter ein Volumen von 44 Milliarden Euro im Jahr. Erst fünf Milliarden davon würden im Rahmen von Auktionen umgesetzt, der Löwenanteil entfalle auf traditionelle Verkäufe. „Doch das ändert sich gerade sehr schnell“, sagt Willmy, „wir gehen davon aus, dass sich der Auktionsmarkt bis 2006 auf mehr als elf Milliarden Euro verdoppelt.“ Schließlich würde der Verkäufer im Bieterverfahren deutlich bessere Preise erzielen als beim traditionellen Verkauf. Brent Pollard aus Kent kann das sicher bestätigen.

PETER STEINKIRCHNER

21.10.2003
Eine Story aus der WirtschaftsWoche 44/2003. Kennen Sie schon das WirtschaftsWoche-Miniabo?

[snag]

Noch nicht ganz schlau werde ich aus Freeborders (Internet Capital-Anteil = 48%), die einen hervorragenden Kundenstamm haben und auf einem sehr aussichtsreichen Sektor sind. Denn mit knapp 100 Beschäftigten ist das eigentlich ein kleines Unternehmen, andererseits werden sie häufig erwähnt, wenn sich jemand mit dem Product Lifestyle Management beschäftigt, das durch einen Eigentümerwechsel eines führenden Unternehmens wieder in die Schlagzeilen geraten ist.

In der FTD vom Dienstag konnte man lesen:

"EDS verkauft Softwaresparte für 2 Mrd. Dollar

Der US-IT-Dienstleister EDS hat seine Softwaresparte UGS PlM an drei Finanzinvestoren verkauft. Über den Verkauf will der Konzern dringend benötigtes Kapital aufbringen, um sine Schulden zu reduzieren. "Zwar handelt es sich bei UGS PLM um ein hervorragendes Unternehmen, doch das Geschäftsfeld liegt deutlich außerhalb unserer Kernkompetenz", sagte EDS-Finanzschef Bob Swan gestern.

UGS stellt Software her, die Entwurf, Herstellung und Pflege von Produkten ermöglich soll. Die Entwicklung derartiger Software wurde in den letzten Jahren hauptsächlich von den Bedürfnissen der Automobilindustrie geprägt. Sie kommt auch beim Bau von Flugzeugen oder Haushaltsgeräten zum Einsatz."

[snag]

Produkt- und Lifstyle-Management gibt es aber nicht nur in den oben erwähnten Bereichen, sondern z.B. im Bekleidungs- und Modebereich und anderen artverwandten Gebieten. Hier ist die Internet Capital-Beteiligung Freeborders führend.

Freeborders PLM Suite

An Enormous Convergence of Problems Threaten Consumer Product Companies

Product shelf life continues to decrease. Consumers are fickle and more demanding, wanting greater product innovation and lower prices. Competition is increasing and brand loyalty is eroding. And with decreasing tariffs your supplier infrastructure and landscape are changing substantially. Sourcing options have expanded worldwide, and the complexity and risk in your supply chain has increased. You’re on a collision course, with pressures mounting on all sides.

The winners are clearly investing in technology to drive greater competitive advantage from their products. The need to invest in your supply chain is apparent.
Freeborders comprehensive PLM solutions enable retailers and their supply chain partners to streamline product development processes in order to address the growing divide between consumers’ expectations and supply chain complexity.

Powerful web-based software helps designers, merchandisers, agents, and manufacturers to drive profitable revenue growth, speed products to market, improve inventory management, and maintain control, consistency and quality.

Our collaborative solutions map to the product development process, from planning and product design through pre-production and quality assurance. We specialize in concept definition, line optimization, design, specification development, 3D visualization, raw materials management, sourcing, workflow and tracking. Each Freeborders product can be used individually or, for maximum results, as part of an integrated solution.



Integrate Disparate Processes Through Online Collaboration

Freeborders PLM suite improves communication and collaboration throughout the product lifecycle. Processes that traditionally have been fragmented by distance or multiple ownership are now integrated and can be tracked.

By allowing your supply chain partners to collaborate using the same tools, resources, data and information, Freeborders PLM solutions eliminate the need to duplicate work, update multiple versions of the same data, or manage volumes of email. You can now speed accurate decision making during the development process.

With Freeborders PLM solutions, you will be empowered to:

1. Drive profitable revenue growth as you accelerate product innovation to deliver more “on-trend” and top quality products that can be sold at full price.

2. Decrease lead times and speed products to market with concurrent processes, improved productivity, reduced task duplication, and collaboration with your worldwide supply chain partners earlier in the lifecycle.

3. Improve inventory management with more accurate forecasting and tracking.

4. Maintain control, consistency and quality with a centralized repository of information shared by your internal users as well as those worldwide supply chain partners with security privileges.

5. Effectively manage the increasing complexity of your supply chain with workflow tools, exception management and better visibility over the entire lifecycle.

Freeborders PLM Solutions Drive Profits Throughout the Entire Product Lifecycle

Freeborders web-based PLM software suite consists of a series of integrated solutions that map to key product development processes. Solutions are designed to improve key functions at each step in the process.



Planning addresses early product development activities, including visual concept development and initial line planning.

FB Storyboard revolutionizes the offline storyboard process. Rapidly develop and organize themes, brand concepts, and assortment iterations in a digital format, with feedback from your internal teams, customers, and global sales team.

FB Line Optimizer optimizes a company’s product assortment by assisting merchandisers and designers to develop line concepts and product assortments within your company`s financial framework.

Product Design delivers technical drawing tools that facilitate the creation of accurate designs in both 2D and 3D formats for improved product construction, communication and style visualization.

FB Designer a mature, technical design application, based on AutoCAD technology, used to create, edit, and distribute true-to-scale, detailed line drawings.

FB 3D allows true-to-life 3D visualization of garments and materials.

Pre-Production includes a robust product data management (PDM) solution, expanded to offer sample and cost requests, tracking, issue management, and detailed costing scenario analysis.

FB Product Manager is your product development infrastructure enabling a new level of supply chain coordination, online specification development, and collaboration. Control all elements: images, the BoM, raw materials, construction detail, measurements, colorways, fit, samples, and costs.

Materials Management encompasses raw materials, fabric, trim and label specification and development for both soft goods and hard goods.

FB Fabric & Trim - easily control and collaborate on raw materials data with textile and trim suppliers, quality and testing facilities, agents and factories to ensure product components have the right physical standards, colorways, print, weave, composition, fiber content, and cost.

FB Develop helps brands and retailers manage all elements of raw materials and detailed product specifications for hard good products such as decorative accessories, furniture, and home furnishings

Sourcing & Production provides the software and resources for product and sourcing managers to share order information with their global manufacturing partners, negotiate terms and make optimal product placement decisions.

FB Source enables sourcing professionals to analyze and select optimal sourcing scenarios and coordinate supply chain functions such as vendor analysis, vendor selection, order placement, and detailed landed cost comparison.

Q.A. offers Quality Assurance tools needed for brands and retailers to ensure materials, products and suppliers meet specified quality and performance standards.

FB Quality is a scaleable and secure quality data management and supply chain collaboration application for maintaining vendor scorecards, product testing, quality inspection, and technical quality control auditing.

Workflow & Collaboration improves coordination, collection and sharing of key milestones among supply chain partners with increased visibility across the product lifecycle.

FB Workflow offers simple and effective time and action calendars to proactively manage products and orders by exception management. Automatically track a product’s progress through the lifecycle and have real-time global information at your fingertips.


FB Library – shared library uniting all PLM modules, providing a centralized database of reusable styles, components and projects.

FB Reporting – delivers performance reporting across all divisions, locations, and PLM modules.

FB SpecNet – information exchange system for managing strategic collaboration and data sharing internally and with supply chain partners worldwide. FB SpecNet can be used independently of Freeborders other PLM products.

Foundations provide an integrated infrastructure with common elements which are utilized throughout the PLM modules and help aggregate data from various applications.

Administration & Security allows single sign-on with security defined at the company hierarchy, the user/role level, the section level within each form, and at each product status stage. Flexible and easy systems administration.

Freeborders, Inc. All Rights Reserved.

[snag]

Und es heißt in der FTD weiter:

"Die Finanzinvestoren setzen auf einen Markt, der in den kommenden Jahren hohe Wachstumsraten zeigen soll. Dem Marktforschungsutnernehmen Cimdata zufolge kam der Markt für PLM-Software im Jahr 2002 auf eine Volumen von insgesamt 12 Milliarden Dollar. Für 2003 schätzt Ed Miller, Präsident von Cimdata das Volumen auf 14 Milliarden Dollar. 2007 sollten Unternehmen 20 Milliarden Dollar in PLM-Software und Dienstleistungen investieren."

[snag]

Insgesamt ist also der Softwaremarkt für PLM ein 20-Milliarden-Markt. Ein nicht gerade kleines Stück am Kuchen wird sich davon der Fashion-Bereich abschneiden. Es hat sich weiter gezeigt, dass es nicht die die PLM-Lösungen gibt, sondern dass hier sehr stark nach Branchen differenziert werden muss.

Die fünf wichtigsten Anbieter im Fashion-Bereich werden am Ende des nachstehenden Artikels angeführt.


Retail` s Great Race, Getting Fashion to the Finish Line
March, 2004
By Susan Reda, Executive Editor, Stores Magazine

In May 2001, Zara forever changed retail`s global sourcing game. Under the auspices of parent company Inditex, the Spain based retailer went public, providing Wall Street with a bird`s eye view of how the company runs its global supply chain and the role it plays in Zara`s success.

Wall Street learned that Zara operates with a lead time of 15 days or less on fashion items and that the company links its supply chain efficiency, in part, to its financial success. The specialty retailer`s financial performance also raised a collective eyebrow, posting a 16 percent return on sales, a 39 percent return on equity and 30 percent revenue growth for five consecutive years.

Comparisons to U.S. specialty retailers is hardly an apples to apples assessment. Zara owns a portion of its production and relies on long standing relationships with a network of shops that sew piece goods to produce items in record time. U.S. specialty chains don`t own their facilities, nor do they assemble product close to home.

Zara`s accomplishments instantly raised the bar for American retailers that source goods globally.

Analysts began asking how a 600 unit chain located in a remote area of Spain can deliver new product to stores every two weeks, while some of the largest global retailers continue to operate with a six to eight month lead time or longer. Having gained insight into what`s possible, Wall Street is now applying pressure on CEOs to improve financial performance by reducing fashion risk and compressing lead times.
And that pressure is about to become even more intense as the global supply chain once again shifts toward the brink of change.

The World Trade Organization deadline for eliminating quotas on almost all textiles and apparel is January 2005, less than a year away. With relentless price pressure and ongoing demands to reduce operating costs, experts predict that apparel retailers and manufacturers will rush headlong to China the epitome of hyper efficient, low cost production in search of low cost goods.

India, Indonesia and several other distant locales are also expected to benefit from the lifting of quotas. In fact, several retailers have already announced plans to shift sourcing to these areas, leading experts to suggest that as much as 80 percent of apparel products will be sourced in Asia in the coming years.

Meanwhile, retailers and brand manufacturers remain under fire from a host of critics who accuse them of drowning consumers in a sea of product sameness and choking store shelves with uninspired fashions. Markdowns are at an all time high in excess of 30 percent of sales and top line sales growth has been anemic for many companies.

Despite overarching sourcing initiatives like just in time (JIT) manufacturing, quick response (QR), efficient consumer response (ECR) and fast moving consumer goods (FMCG), retailers and brand managers continue to struggle with long lead times on short lifecycle goods and the uncertainty of consumer demand. And they`re struggling with the spillover effect those factors have on earnings and profitability.

With these factors converging, the industry is at a point of inflection. How can retailers reconcile the need to respond to customer demand signals and deliver fashion at the right time, when they`re facing six to eight month lead times and product arriving on a slow boat from China?

"That reconciliation has to take place at the philosophical heart of each business," says Rick Darling, president of Li & Fung USA in New York. "It`s not just about speed and price. It`s a ratio of the two."

Darling insists that several companies that rely on speed because of product volatility have already begun restructuring their supply chains to cut lead times and production schedules. "If a retailer is in a particularly volatile market, they may still produce goods in a place like China or Indonesia to take advantage of lower costs, but chances are they`ll pay an extra dollar per unit to ship the goods by air rather than putting them on a slow boat," he says.

Paula Rosenblum, retail research director at AMR Research in Boston, calls for retailers to use technology to get smarter about sourcing. "Retail companies have to find a way to shrink the cycle and then they have to be willing to change the way they`ve been doing things for years," she says.

"The unrelenting fixation on reducing cost has caused retail and brand managers to lose touch with their fundamental task which is to excite consumers and generate top line sales growth," Rosenblum adds. "Using technology, retail and brand managers can concentrate on a combination of component based product design, smarter sourcing and extended supply chain visibility. These tools will help to support the long overdue resurgence of fashion and return this industry to an age of profitable innovation."

Using technology to enable supply chain efficiency isn`t new. During the last five years, a slew of software applications have emerged aimed at simplifying complex global supply chains and taking weeks out of the process.

Web enabled planning, execution and optimization tools can improve data availability and boost collaborative efforts between retail and brand managers and their suppliers. Product development management (PDM) applications allow retail and brand managers to conduct what if scenarios relating to product design.

SupplyChainge, Logility, New Generation Computing and Freeborders, to name just a few, are some of the companies that have developed applications aimed at helping retailers crunch lead times. In most cases, however, the tools are being used to effect change in one part of the process rather than enterprise wide.

MOVING THE NEEDLE
Experts point out that since the supply chain crosses numerous functions D including product design, merchandiser input, raw material procurement, manufacturing and distribution D communication and collaboration are essential. Unless a fashion retailer is committed to significant, enterprise wide business process change, analysts contend that supply chain management improvements will be minor.

"Supply chain initiatives aimed at reducing lead times significantly and shifting decision making closer to need require a considerable amount of business process change," Darling notes. "Without it, all the technology in the world can only move the needle so far."

Part of the problem, say experts, is merchant hubris. A buyer gets hot and thinks he`ll never make a mistake. The hotter the merchant gets, the less concerned he is about buying nine months out. "They forget the consumer is fickle. They forget the principle of fashion, and they forget that you don`t hit a home run every time," says Rosenblum.

Over and over industry experts point out that trying to predict what consumers will want to buy nine months out is dicey. "Regardless of what you`re trying to predict, the closer you are to the event the more accurate your prediction will be. The further away you are from the event, the greater the likelihood of error," explains Brian Hume, president of Atlanta based Martec International.

"When you consider that the percentage of forecasting error on an individual sku from time of concept creation to last item sold is plus or minus 40 percent, it drives home just how imperative it is to make decisions closer to need. The amount of risk involved in committing to a fashion item in March that won`t appear on a store rack until August is enormous," Hume says.

"Speed to market is the Holy Grail," says Jani Friedman, senior vice president of business development at San Francisco based Freeborders. "Retail companies that figure it out will have a significant increase in revenue because they`ll sell more trend items at full price, which drives profitability."

OPTIMIZING LEAD TIME
Among the applications aimed at helping retail and brand managers manage risk and extract weeks out of the supply chain, is an approach known as lead time optimization (LTO).

Developed by SupplyChainge in partnership with Infosys Technologies of Fremont, Calif., the solution addresses demand uncertainty, markdowns and stock outs by managing inbound supply flexibility. Through proprietary processes and software, the LTO solution transfers inventory risks to materials and capacities from finished goods.

Part of the reason LTO has garnered attention is because of the early results achieved by users. In the fashion goods sector, where markdowns and stock outs are reported to represent up to $100 billion in losses annually, retailers piloting LTO have reduced markdowns by up to 50 percent and recaptured lost sales by up to 10 percent. That translates into measurable improvements in profits, which strikes a chord with Wall Street.

"What sets this software apart from other supply chain applications is that it addresses the challenge of supply planning in an uncertain demand environment like fashion apparel," explains John Thorbeck, CEO and co founder of Portland, Ore. based SupplyChainge. "LTO software creates, optimizes and deploys flexible supply plans, including significantly reduced order to delivery lead times."

Thorbeck insists that the speed problem is not on the supplier or factory side; product can be manufactured very quickly. The challenge is to marry speed and flexibility to total merchandise profitability.

"Previous solutions focused on minimizing cost. Speed and flexibility weren`t explicitly evaluated," Thorbeck says. "I`m not saying that faster is always better; sometimes cheaper is better. The question is what`s the right blend of cost, speed and flexibility that will reduce inventory risk and optimize profit?"

At Li & Fung, Darling concurs. "Part of what is exciting about LTO is that it ties demand forecasting to supply forecasting," he says. "Over the last five years, a lot of retail companies have implemented different forecasting tools that convert sales data into models of demand forecasting. Very few have linked that to supply forecasting, which is part of what LTO does."

Darling champions the idea of operating on a capacity reservation basis as a means of managing risk. Rather than making commitments on raw material and manufacturing details six months or more ahead of production, he suggests that retailers lock up capacity at the mills for manufacturing goods with the promise of a certain size order to come.

"It only takes three to six weeks to make a product," Darling notes. "For example, it`s possible to manufacture 100,000 sweaters in six weeks, and you can do it in half that time if you`ve reserved two factories to make the sweaters simultaneously. If you`ve already lined up materials and manufacturing capacity, you can delay decision making until very late in the game and ultimately reduce the risk associated with getting it right.

"Then it`s up to the retailer to determine whether to put the goods on a boat and wait 30 to 45 days for the sweaters to arrive or to pay the premium for air freight and have the goods in the United States, and potentially on store shelves, in less than a week," he says.

For Mark Heard, vice president/design at The Apparel Group (TAG) in Dallas, reducing lead time is a function of using technology to effect change upfront rather than on the back end of the supply chain.

Working with Freeborders, TAG`s goal was to take months out of the supply chain by facilitating better communications. "We started by taking the entire product development cycle and determining the amount of time needed to accomplish each task. Some problems were easy to spot," Heard recalls. "For example, too much time was being spent gathering historical data related to each event, and we felt that we could reduce the time associated with that task."

WORKING IN CONCERT
The most ambitious part of the project was tying together the communication among the mills, garment manufacturers and TAG. Over the course of more than two years, TAG shifted from working independently with the mills and manufacturers to working in concert with the two to collaborate throughout the product lifecycle.

"Allowing the mills and manufacturers to collaborate with us using the same tools eliminated the need to duplicate work and improved productivity," reports Heard.

"We manufacture private label men`s apparel programs for department stores. In the past, we were working as far as 12 months out on product," he continues. "Using the Freeborders PLM suite, we`ve cut that to about six months, allowing more time for us to factor in market reaction. Private label is too costly to deliver by air so it`s critical for us to manage the timing from the initial concept through manufacturing in order to deliver product in a true speed to market concept."

Martec`s Hume feels that another way to change the game is to look at which steps in the supply chain can be done in parallel. He says that while retailers can`t change the time it takes to make fabric, they can change the point at which they dye or print the fabric.

"Instead of making decisions about colors based on historical data and dyeing fabric early in the process, retailers can move dyeing decisions to a later stage and reduce the percentage of error," explains Hume. "Using up to date trend analysis and POS information, their color ratios have the potential to be far more accurate than if they locked into certain colors nine months in advance."

Hume is fan of speed sourcing models that blend several applications to reduce the time it takes to go from concept to shelf. He notes that companies such as Limited Brands have been using speed sourcing for some time, but he expects interest to increase over the next three to five years.

"It`s all about competitive advantage. Once the high profile companies prove that they can reduce lead times and slice markdowns by having more of what shoppers want to buy on the shelves, others will follow," predicts Hume. "The thing is that the speed sourcing concept is quite complicated, and it will take considerable time for companies to catch up."

COLLABORATIVE DESIGN
Among the applications being used to cut time from the process are web based collaborative product development (CPD) applications. By using a web based CPD solution, a retailer`s internal design team can work collaboratively on sketches. The sketches are sent to the manufacturer in real time and, using a tool built into the application, it`s possible for the manufacturer and retailer to alternately take control of the sketch as the design is tweaked.

"This type of application represents a tremendous time savings. Instead of relying on phone, fax and FedEx, a designer in Texas can work collaboratively with a manufacturer in India and changes are reflected in near real time," says Hume. "That`s a long way from faxing sketches back and forth and exchanging phone calls while managing time zones. The potential exists to cut several weeks out of the supply chain process by using this type of application."

Another application cited by Hume relates to the design portion of supply chain management. In this case, a family of software tools from companies like Gerber enables retail and brand managers to build an item`s design into the system and generate all the cutting patterns and scaling metrics.

"In the past, you had to send the design to the manufacturer. If you were dealing with a manufacturer in China, you`d send them the pattern and, being the smart people they are, they`d keep the pattern," notes Hume. "If by chance that item proved to be a winner and you wanted to replenish inventory, the retailer had to go back to the manufacturer in China because he had the pattern. Mostly, by the time you knew this, you couldn`t get more supply.

"Using this software, the retail or brand manager owns the pattern, and if they choose to repeat it, they have the option of going to a CMT [cut, make and trim] operation closer to home to produce additional goods," he says.

Plano, Texas based JCPenney has gone in a different direction entirely. The retailer relies on TAL Apparel, a Hong Kong shirt maker, to manage every aspect of the supply chain pipeline from collecting POS data to determining how many shirts to make and in what styles, sizes and colors. TAL sends the shirts directly to each JCPenney store and is responsible for selecting the best shipping method.

While outsourcing product development to a supplier isn`t a solution that can be applied to short lifecycle products, it epitomizes the vendor managed inventory (VMI) approach and drives home the importance of building relationships with Asian or other international suppliers.

Mohan Komanduri, principal and regional director of East Asia for Atlanta based Kurt Salmon Associates, is a proponent of relationship building between retailers and overseas manufacturers.

"Years ago retailers didn`t source enough volume from any one Asian manufacturer to justify a manufacturer`s investment in setting up sophisticated supply chain programs. Today, it`s very different. Leading manufacturers typically have several retail customers that represent a significant portion of their business. As a result, manufacturers are more willing to invest in systems that facilitate communication," Komanduri explains. "It`s a way to increase stickiness with their retail customers."

Komanduri is also seeing more instances of manufacturers and retailers agreeing to share a certain amount of risk. "If the manufacturer is required to assume risk on fabric to meet short lead time requirements, he`ll look for the retailer to share the risk. For example, if the retailer`s forecast turns out to be off, the supplier expects the retailer to share the lost investment on the remaining raw materials," he explains.

"Three or four years ago retailers ordered 15,000 trousers up front and had to purchase them, warehouse them and eventually sell them all. Today, it`s more common for retailers to place smaller up front orders and replenish items based on sales activity. Still, by agreeing to share the risk on raw materials, the retailer`s loss is less painful if they`re wrong and the manufacturer can either absorb the loss or look for a new way to re deploy the raw materials," says Komanduri. "Forging supply chain partnerships is the little known secret that can go a long way toward helping companies build competitive advantage."

Five Companies to Watch

Freeborders
San Francisco
www.freeborders.com

"The key for retailers is a strong technical infrastructure underlying their products. We`re coming at PLM [product lifecycle management] with a double assault. By collaborating on line using visuals and detailed product data, we can help brands and retailers reduce the number of style approval iterations from four or five, to two. The time savings is dramatic. Then, on the product merchandising and design side, teams can reduce time spent on concept development and line planning by working interactively early in the process. Using Freeborders PLM solutions, clients have reduced lead times by 40 to 50 percent."
-- Jani Friedman, senior vice president, business development

Logility
Atlanta
www.logility.com

"Logility software helps retailers and brand manufacturers to forecast future demand for product, then satisfy that demand by collaboratively working with product suppliers. The challenge is to ensure the quality of the product. In order to do that, they need visibility to track specifications every step of the way. Logility allows users to automate and streamline the entire process without duplication of effort. And, it`s all Internet enabled."
-- Karin Bursa, vice president, marketing

New Generation Computing
Miami Lakes, Fla.
www.ngcsoftware.com

"You have between 100 and 150 steps that occur between product conception to DC delivery. The only thing certain about global sourcing is that nothing is certain. Given the amount of growth we`re seeing and will continue to see in private label goods, the need for retailers to compress time and execute flawlessly is imperative. The only way to do that is to be sure that everyone has visibility from the initial concept and delivery through to the DC. Once you have that visibility and control, the opportunity exists for improved margins."
-- Fred Isenberg, vice president, sales

SupplyChainge
Portland, Ore.
www. supplychainge.com

Infosys
Fremont, Calif.
www.infosys.com

"With Lead Time Optimization (LTO), companies can reduce their exposure to volatile demand risk. For every $1 billion in revenue, retail companies lose about $300 million due to markdowns and stock outs. We can help drop that $300 million to their bottom line. Using LTO technology and processes, retailers can cut lead times in half, at a minimum. LTO leverages existing information systems to help optimize decision making for total merchandise profitability."
-- Jay Trenary, group manager, retail business consulting, Infosys

Yantra
Tewksbury, Mass.
www.yantra.com

"We help retail companies to react more proactively to all facets of supply chain logistics. Yantra provides deep visibility into all aspects of order management, from the coordination of purchase orders through inventory and order status. The data, which includes event management and exception resolution, is delivered via a dashboard interface. This user friendly approach allows retailers to quickly access problems and thus better manage their response."
-- Hunter Harris, vice president, retail market development

[snag]

Wenn man sich die Kundenliste von Freeborders ansieht, muss man eigentlich zu der Erkenntnis kommen, dass von den im letzten Posting angeführten fünf Unternehmen, die Software für den Fashion-Bereich anbieten, Freeborders der Marktführer ist.

Freeborders’ Product Lifecycle Management software solutions are used by over 350 customers in Europe, Asia, and North America. Significant customers include many major brands and retailers, some of which are listed below.

Coach

www.coach.com

Coach, Inc. is a designer, producer and marketer of modern American classic accessories. The Company`s primary product offerings include handbags, women`s and men`s accessories, business cases, weekend and travel accessories, leather outerwear, gloves, scarves and personal planning products. Together with its licensing partners, Coach also offers watches, footwear and home and office furniture with the Coach brand name. The Company`s products are sold through a number of direct-to-consumer channels, which at fiscal year-end 2002, included 138 United States retail stores, direct mail catalogs, online store; 74 United States factory stores and two United Kingdom retail stores.

Coach Requirements

Custom enterprise software to handle growing product complexity and increase in number of products. Strong collaboration to interact efficiently with agents and vendors. Centralized library to handle all components and trims. Customized services to integrate systems for a seamless flow of data.



Desmonds

www.desmond.co.uk


Desmonds is Northern Ireland`s largest privately owned company, engaged in international garment manufacturing and sourcing with an annual turnover in excess of £130 million in 2001. It is run by an experienced innovative management team and currently provides employment for more than 5,000 people worldwide mainly in the UK, Turkey, Sri Lanka and Bangladesh. The company`s product range consists of men’s, ladies, and children’s wear including trousers and jeans, casual wear and nightwear. Desmonds is one of the top three suppliers to Marks & Spencer and with the use of the latest technology combined with access to the range of skilled sample units that the company has it enables designers to respond creatively to a rapidly changing market.

Desmonds Requirements
Integration with in-house systems

Workflow

Virtual sampling (FB Browzwear)

Collaboration between sites: Ireland/ London/ Sri Lanka

Design department using legacy solutions linked to Freeborders products


Dewhirst Corporate Clothing

www.dccdirect.co.uk

Dewhirst Corporate Clothing is a major international supplier of clothing to Marks & Spencer, manufacturing Ladies wear, Men’s wear, Children’s wear and Toiletries, with sites throughout the UK. Dewhirst is implementing major new business systems, which utilize data capture as a key component, in order to streamline processes; and improve system accuracy and timeliness of information. That in turn helps Dewhirst to provide the best possible service to Marks & Spencer.

Dewhirst Corporate Clothing Requirements


Improve the current development process for faster and more accurate responses for our clients

Customized product specifications

Links to all internal business processes

Workflow

Communications to key suppliers

Drawing tool for design and construction details


Dillard`s, Inc.

www.dillards.com

Dillard`s, Inc. is one of the nation`s largest fashion apparel and home furnishing retailers, operating primarily in the Southwestern, Southeastern, and Midwestern United States The Company`s stores operate with one name, Dillard`s, and span 29 states. Dillard`s offers a distinctive mix of name brand and private label merchandise, appealing to a broad range of customers.

Dillard’s Requirements

Collaboration with agents and vendors. Robust, flexible product development and design application to manage all private label product categories.

"We have been working with Freeborders` design application for more than four years and have witnessed substantial improvement in the efficiency of our design and development operations."
-Mike Hodapp, Production Director, Dillard`s Department Stores




Invista

www.invista.com

Born within DuPont™ in the 1930s, INVISTA carries with it a proud legacy of scientific achievement. We will continue the revolution we began in fibers and intermediates, working with our customers to transform the ECONOMICS of their businesses, the PERFORMANCE of their products and DEMAND for their products through the power of brands. INVISTA is the largest integrated fibers and intermediates company in the world, with 2002 revenues of $6.3 billion, operating in 50 countries. Headquartered in Wilmington, Delaware, it is comprised of three businesses: Apparel; Interiors and Industrial; and Intermediates. INVISTA is committed to its customers` growth through market insights and technology innovations combined with a powerful portfolio of the best-known global brands and trademarks in the industry including: LYCRA®, TEFLON®, STAINMASTER®, ANTRON®, COOLMAX®, THERMOLITE®, CORDURA®, SUPPLEX® and TACTEL®.



Apparel Group

www.enro.com

Enro has been marketing a line of branded and private label men`s dress shirts and sportswear to over 2500 active retailers from coast-to-coast for over eighty-four years. The division`s success is no mystery; priding its self in the highest standards of production, detail quality, superb service all at highly competitive pricing. Today Enro has broadened its business to include the following divisions: Enro Dress Shirt brands which are marketed to moderate and better specialty stores and department stores. This division specializes in blended and pure cotton dress shirts styled for both contemporary and traditional customers. A major in-stock program services 3200 SKU`s. Enro Sportswear Division offers a total collection of upper moderate sportswear to specialty stores and department stores. The collection is a total color related line of sports shirts, knits, sweaters, and bottoms. Along with Enro the Apparel Group designs and manufacturers a line of Men`s Suits, Sportswear & Sweaters, as well as Ladieswear for major retailers such as J.C.Penney and Dillard’s Department Stores.

Apparel Group Requirements

Increase speed to market

Responsiveness to customer’s needs for right product at right time

Collaborate closely with key manufacturer and vendors in Asia


Eddie Bauer

www.eddiebauer.com

Eddie Bauer, Inc. offers distinctive clothing, accessories and home furnishings for today`s active, casual lifestyle through its two retailing concepts: Eddie Bauer® and Eddie Bauer Home™. In its 83-year history, Eddie Bauer has evolved from a single store in Seattle to an international company with more than 600 stores, 110 million catalogs and award winning online Web sites: eddiebauer.com®, eddiebauerhome.com, eddiebaueroutlet.com and eddiebauerkids.com. Eddie Bauer operates stores in the U.S. and Canada, and through joint venture partnerships in Germany and Japan.



Gap

www.gap.com

The Gap, Inc. is a global specialty retailer that operates stores selling casual apparel, personal care and other accessories for men, women and children under the Gap, Banana Republic and Old Navy brands. As of July 28, 2003, the Company operated over 4,200 stores in the United States, Canada, the United Kingdom, France, Germany and Japan. The Company designs virtually all of its products, which in turn are manufactured by independent sources, and sells them under its brands in the store formats, which include Gap, Banana Republic and Old Navy.

Gap Requirements


Improved and accurate distribution of product drawings

Minimize communication and production errors

Facilitating of global product development, manufacturing and sourcing

Centralized management communication process, coordinating the development
Production and sourcing process



Gymboree

www.gymboree.com

The Gymboree Corporation is an international specialty retailer operating stores selling high-quality apparel, accessories and play programs for children under the Gymboree, Janie and Jack and Play and Music brands. Gymboree retail stores offer child-appropriate apparel and accessories in fashionable colors and prints, focusing on comfort, functionality and durability. Gymboree designs are for children ranging in age from newborn to seven years. The Janie and Jack stores offer high-quality, delicate apparel and gift accessories for children ages newborn to three years old. Gymboree Play and Music offers directed parent-child developmental play programs designed to enhance early childhood development through sensory and motor activities that engage children ages newborn to four years old through sight, touch, sound and movement. As of February 1, 2003, the Company was comprised of 584 stores, including 535 stores in the United States, 24 stores in Canada and 25 stores in Europe.

Gymboree Requirements
Consistent technical specification and grading to communicate complex garment specifications with overseas vendors.


J.Crew

www.jcrew.com

Based in New York City, J.Crew is an $800 million brand, offering a wide range of men`s, women`s and children`s apparel, shoes, accessories and personal care products through its 150 retail stores and 40 factory stores, its industry leading e-commerce site and its signature mail-order catalog.

J.Crew Requirements


Needing a solution for effective product specification communication, as well as a solution to manage labeling and fabric specifications

Increase control over product lifecycle management (PLM)

Reduce design and development costs

Enable designers to work more efficiently by customizing personal work spaces and frequently used tools

Minimize internal and external communication errors while facilitating the creation of accurate specifications

Reduce sampling time by providing centralized internet sample requests and a tracking center, to show results



J.Jill

www.jjill.com

J. Jill Company Description:

The J. Jill Group, Inc. (J. Jill) is a multi-channel specialty retailer of women`s apparel, accessories and footwear. The Company markets its products through catalogs, retail stores and an e-commerce Website. J. Jill has two business segments, direct and retail. Each segment is separately managed and utilizes distinct distribution, marketing and inventory management strategies. The direct segment markets merchandise through catalogs and an e-commerce Website. The retail segment markets merchandise through retail stores. The Company`s target customers are active, affluent women ages 35 to 55. J. Jill`s brand offers comfort and styling in a broad range of sizes through a multi-channel platform. It offers merchandise ranging from relaxed career wear to sophisticated casual weekend wear.




JoS. A. Bank Clothiers

www.josbank.com

JoS. A. Bank Clothiers, Inc, established in 1905, is one of the nation’s leading retailers of men’s classically styled tailored and casual clothing, footwear and accessories. It sells its products through 180 stores in 33 states, a nationwide catalog and an e-commerce site (www.josbank.com). The company is headquartered in Hampstead, Maryland.

JoS. A. Bank Clothiers Requirements

Technology improvements for a more efficient and accurate product development process

Expanded sourcing efforts with new global vendors

Further enhance their superior product quality while maximizing their long term product development targets.

A user-friendly design tool that could be used to facilitate the development of product sketches and a sketch library

A product that will help standardize the creation of specs, and will include line planning, materials management, BOM, grade rules/measurements, costing and sample requests.

A web-based tool that will help JoS. A. Bank share product specs with their global supply chain and facilitate the management of issues that arise during the spec-development process.



Lands` End

www.landsend.com

Direct marketer of traditionally styled, casual clothing for men, women and children, accessories, domestics, shoes and soft luggage. The Company offers its products through multiple distribution channels consisting of regular mailings of its monthly primary catalogs, prospecting catalogs and specialty catalogs as well as through the Internet, its international businesses and its inlet and outlet retail stores.

Lands’ End Requirements


Efficiently design and develop garments while reducing product development cycle time

Ensure styles and orders are on schedule through the product development cycle by tracking tasks, users, departments, and bottlenecks.




Levi Strauss & Co.

www.levi.com

Levi Strauss & Co. is one of the world`s leading branded apparel companies, marketing its products in more than 80 countries worldwide. The company designs and markets jeans and jeans-related pants, casual and dress pants, shirts, jackets and related accessories for men, women and children under the Levi`s®, Dockers® and Slates® brands.

Levi Strauss & Co. Requirements

A software application to allow the design team in Japan to create and distribute accurate product drawings.

Minimize communication and production errors and facilitates global product development, manufacturing and sourcing.

"Our long-range goal is to have all the facilities we work with worldwide adopt this program. It has reduced our decision-making time on product specs by two-thirds and enabled us to provide consistent, accurate information to our quality-control area, product-development unit, sourcing and finishing operations on data such as a fabric`s likelihood of shrinking, tearing, or fading. It also is saving time and money to send this data online instead of sending documents and swatches via overnight delivery services."

-Spokesman for Levi Strauss & Co.


Libra

www.libra-design.com

Libra is one of Ireland`s leading manufacturers of ladies` coordinated fashion. They are one of the top 20 selling brands in the UK and Ireland. Under the direction of Managing Director, Brian Beggan, Libra Designs a manufacturer of ladies fashion clothes has earned an international reputation for quality, value for money and total commitment to servicing the needs of it`s customers in it`s twenty years of operation. ." Libra Designs is one of the top 20 selling brands in the UK and Ireland. Other export markets include Sweden, France, the USA, Russia and Paraguay. "The company`s key strengths lie in innovative styling, exacting craftsmanship and high quality fabrics, and the successful union of these important facets is the core of the company`s success Libra Designs currently employ a staff in excess of 100 people. With quality control all important, the company has always manufactured its own designs.

Libra Requirements

Deliver product specification between Libra’s development processes and its customers to improve quality and speed to market

Design application

Product specification

Collaborate to third parties


Liz Claiborne Inc.

www.lizclaiborne.com

Liz Claiborne Inc. designs and markets an extensive range of women`s and men`s fashion apparel and accessories appropriate to wearing occasions ranging from casual to dressy. The Company also markets fragrances for women and men. Liz Claiborne Inc.`s brands include Claiborne, Crazy Horse, Curve, Dana Buchman, Elisabeth, Emma James, First Issue, Laundry by Shelli Segal, Liz Claiborne, Lucky Brand, Meg Allen, Monet, Russ, Sigrid Olsen and Villager. In addition, Liz Claiborne Inc. holds the exclusive, long-term license to produce and sell men`s and women`s collections of DKNY® Jeans and DKNY® Active in the Western Hemisphere, as well as CITY DKNY® better women`s sportswear. The Company also has the exclusive license to produce and sell women`s sportswear under the Kenneth Cole New York, Unlisted.com and Reaction Kenneth Cole brand names.

Liz Claiborne Inc. Requirements

A solution to manage product specification communication

Increased collaboration during the product design and development process to improve the speed and accuracy of all supply chain processes

Centralized communication and data management system to allow specification issues to be easily tracked, summarized and resolved

"We began using Freeborders’ software more than five years ago and have enjoyed a successful partnership. Their commitment to excellent service and superior technology places them ahead of the other companies in this arena."
-John Sullivan, Chief Information Officer, Liz Claiborne Inc.




L.L.Bean

www.llbean.com

With a lively history spanning nearly a century, L.L.Bean now has annual sales of more than $1 billion. A one-man direct mail order business has expanded to a 4,000 person operation with retail stores in Freeport, Maine and Tysons Corner Center in McLean, Virginia; factory outlet stores on the east and west coasts; a Web site that draws visitors from all corners of the earth; and a catalog business and more than 20 retail stores in Japan.

L.L. Bean Requirements

A product solution that encompasses the design, development, and communication of product specifications

A fully integrated system that tracks the key milestones, tasks and dates of the product development process while alerting the appropriate individuals or groups with these details

The ability to manage reports, spreadsheets or drawing with the option of printing and publishing



Marc Jacobs

Marc Jacobs is an internationally known designer and creative director of Louis Vuitton, whose parent company LVMH Moët Hennessy Louis Vuitton, the world`s largest luxury goods company, is part owner of the Marc Jacobs label. LVMH Moet Hennessy Louis Vuitton (LVMH) is an international group of companies principally engaged in the production and sale of luxury goods, including prestigious champagnes, wines, cognacs and spirits, as well as luxury goods, luggage and leather goods, fragrance and cosmetics products, watches and jewelry. The Company is also engaged in the haute couture and fashion businesses.

Marc Jacobs Requirements

In need of a product that would manage product specification and communication among the design team

A user friendly software environment to facilitate product development and communication

Revenue increase by reducing product life cycle times

educe design and development costs

Increase control over the product development process



Pringle

Pringle of Scotland is one of world’s most famous knitwear and clothing brands. Established in 1815, Pringle started life as an underwear manufacturer. In the 1930’s, Chief Designer Otto Weiss introduced the public to the delights of the twin-set and the quality of cashmere. In its hey-day Pringle was regarded as innovative and desirable, it flew the flag for quality Scottish products across the cat-walks of Paris, Milan, London and New York. In March 2000 Pringle Scotland was bought by Hong Kong based company, The Fang Brothers, one of the worlds leading knitwear suppliers. Kim Winser was installed as Chief Executive and a strong young design team was appointed to work on future collections. Winser is fully committed to the brand’s heritage and pioneering spirit. Blending the best of the past with the future, it is her aim to re-establish Pringle Scotland as one of the most desirable knitwear labels in the world.

Pringle Requirements

Improve efficiency in the Product Development process while growing as a company

Visibility of the Critical Path

Reduce the workload of the Product Development team

Reduce red tape overheads

Respond quickly to market demands

Product Tracking

Systems Integration

Ability to email Specifications

Streamlined communications to key suppliers

Customized product specifications

Drawing tools for design and construction details

Secure Global Collaboration


Saks

www.saks.com

The Company operates its Department Store Group (SDSG) with 42 Parisian specialty department stores, 202 traditional department stores under the names of Proffitt`s, McRae`s, Younkers, Herberger`s, Carson Pirie Scott, Bergner`s and Boston Store. The Company also operates Saks Fifth Avenue Enterprises (SFAE), which consists of 60 Saks Fifth Avenue stores, 53 Saks Off 5th stores, and Saks Direct. which includes the Folio and Bullock & Jones catalogs and the operations of saks.com.

Requirements
Saks 5th Avenue
Needed centralized communication and collaboration

A powerful database driven drawing tool to create sketches and line sheets.

Saks Incorporated
Reduce product development lead-time and bottlenecks by standardizing and sharing specifications, costing, and sample requests.

Required an integrated drawing tool to link Designers with Product Development.


Sara Lee Courtaulds

www.saralee.com


Sara Lee Courtaulds was created when the Sara Lee Corporation bought Courtaulds Textiles plc in May 2000. The UK`s largest producer of intimate apparel and underwear, Courtaulds has annual sales of $1.5 billion. Sara Lee continued to operate the company under the Courtaulds name, which produces and markets such brand names as Gossard lingerie, Berlei bras and Aristoc hosiery. Private label customers include Marks & Spencer, Victoria`s Secret and other leading international retailers. Sara Lee Courtaulds supplies branded and private label clothing to major retailers in the UK and internationally. With the addition of Courtaulds, Sara Lee now has a very strong distribution network in place in the U.K.

Sara Lee Courtaulds Requirements

Develop a global product development solution linking all internal processes and systems enabling a faster, more accurate response to the customer.

Integrated product specifications

Faster and more accurate workflow

Collaboration with product development and design specifications

Central Communication

Web enabled software program


Sears

www.sears.ca

Sears Canada Inc. is a multi-channel retailer with a network that encompasses 125 department stores, 2,157 catalog selling locations, 17 outlet stores, 132 dealer stores and 37 furniture and appliance stores across Canada. The Company`s dealer stores are operated under independent local ownership and offer a selection of Sears, Kenmore and other name brand appliances and electronics on display, as well as lawn and garden furniture and power garden and snow removal equipment. Sears catalogs are distributed throughout Canada to approximately 4.2 million households, both directly to customers and through Sears department stores and independent catalog agent locations. Sears also provides home-related services under the Sears HomeCentral banner.

Sears Requirements
Enable Sears private label division to efficiently develop products globally and collaborate with vendors.

Standardized specifications across all product group and locations.

A soft goods specific drawing tool with a shared Library to store and reuse sketches, components, prints, trims, logos, etc.

Multi-dimensional specification package to handle 3 dimensional grading such as suits and men’s dress shirts.

Customized forms.


Slimma

www.slimma.com


The Manchester based Slimma Design team designs and distributes ladies` high quality tailored outerwear for prestige UK retailers. Specializing in quality, high work content garments, the team can supply all aspects of ladies tailored outerwear including coats, jackets, dresses, skirts, trousers, blouses etc. Intellect on product development and manufacturing is readily shared throughout the plc as a whole, with Slimma Design specializing in the global manufacture of ladies` outerwear.

Slimma Requirements

To build an automated product development process

Deliver improved quality and speed to market.

Drawing Tool

Product specification customized to Slimma’s needs

Workflow

Communications


S.R.Gent (International)

www.srgent.com



S.R. Gent (International) is an apparel designer and manufacturer with offices in Barnsley, London, Hong Kong and Sri Lanka. They design and manufacture children’s and ladies wear for Marks & Spencer. There Web wear division provides a contract design and sourcing service to other UK retailers. They also design and distribute the OshKosh B`Gosh children’s clothing range in the UK and Europe.

S.R.Gent Requirements

To improve productivity and profit margins by creating a more efficient operation

Automate the design process

To enable collaboration between multiple development sites

Integration with ERP (A5400) management system.


"Freeborders’ software was incredibly easy to implement – it was configured, installed, and tested in two months, and users were trained in less than a week."
-Paul Bowes, IT Project Manager, S.R.Gent




Target

www.target.com

Headquartered in Minneapolis, MN, Target Corporation, is America’s fourth largest general merchandise retailer with multiple store formats ranging from upscale discount to full-service department stores. Target Corporation stores are organized into three divisions: Mervyn’s, Marshall Field’s (formerly known as Marshall Field’s, Dayton’s and Hudson’s), and Target discount stores. In addition, Target owns Retailers National Bank, Target Financial Services (TFS), Target Direct, a direct marketing and fulfillment company, and Associated Merchandising Corporation (AMC), a leading global sourcing organization with more than 53 international locations. Target employs more than a quarter of a million people and operates more than 1300 stores in 46 states as well as distribution centers and 80 district/region/group management offices. Target is growing rapidly through expansion and plans to open more than 100 new stores per year.

Target Requirements

Reduce lead-time, simplify processes, reduce workload, reduce expenses and improve communication and decision-making within their Design and Development teams

Communicate concepts from the product development process.

Build visual representation of the storyboards, which can be shared and collaborated via the web.



The Zip Project

The Zip Project is a joint venture between Irish-based textile manufacturer Desmond & Sons and Marks & Spencer, one of the UK`s leading retailers of clothing, foods, home-ware and financial services. It was set up last year to design and produce new ranges of children’s clothes. The project aims to take the supply and design of children’s wear in-house at Marks & Spencer, improving the balance of range construction, cutting the time-to-market from concept to store with improved efficiency through the supply chain. The business is now using ediTRACK to keep the design-to-delivery cycle as short as possible. Key factors were considered to be maintaining tight control of stock movements and providing enhanced visibility of product throughout the supply chain. The initial start-up share capital for the project was £6 million, of which £1.5 million was provided by Desmond & Sons. The new venture, named "The ZIP Project Ltd", created a fully integrated Children’s wear supply and retail operation for Marks & Spencer to provide the retail giant with better lead times, quick response and products at competitive prices and therefore at greater value to the customer. This is the first time a major retailer like Marks & Spencer has actually formed a joint venture with a garment manufacturer.

The Zip Project Requirements

To reduce lead times by 25 weeks using technology to deliver speed to market and improve quality

Integration to existing internal systems

Drawing tool for construction details

Ability to develop specifications in line with the ever changing business needs

Ability to communicate to the vendor community using simple technology.


Williams-Sonoma

www.williams-sonoma.com

Williams-Sonoma, Inc. is a specialty retailer of domestic products. The retail segment of its business sells its products through its four retail concepts: Williams-Sonoma, Pottery Barn, Pottery Barn Kids and Hold Everything. In the direct-to-customer segment of its business, William Sonoma sells similar products through its eight direct-mail catalogs: Williams-Sonoma, Pottery Barn, PBteen, Pottery Barn Kids, Pottery Barn Bed + Bath, Hold Everything, West Elm and Chambers, and four e-commerce Websites: wsweddings.com, williams-sonoma.com, potterybarn.com and potterybarnkids.com. Its principal concepts in both retail and direct-to-customer are Williams-Sonoma, which sells cookware essentials; Pottery Barn, which sells contemporary tableware and home furnishings, and Pottery Barn Kids, which sells stylish children`s furnishings.

Williams-Sonoma Requirements

Manage growth with a centralized system for Line Planning, product development, design and collaboration with vendors.

Standardize specification packages to increase accuracy and quality.


Woolrich

www.woolrich.com

Woolrich, a leader in outdoor apparel since 1830, offers four season apparel, embracing cotton sportswear and outerwear in new product lines as well as enhancing the performance of wool. Function, comfort and durability are incorporated into each garment, creating versatile apparel to be worn for countless activities. Woolrich provides links to other outdoor lifestyle sites, conservation sites, and related outdoor interests.

Woolrich Requirements

Accurate designer and development communication

A software application to serve as a communication forum to distribute accurate product drawings, minimize communication and production errors and facilitate global product development, manufacturing and sourcing.

A product to develop, design, and communicate detailed product specifications within the organization and their supply chain.



Burlington Industries

www.burlington.com

Burlington Industries Inc. is a diversified manufacturer of softgoods for apparel and interior furnishings. It is a developer, marketer and manufacturer of fabrics and other textile products used in a wide variety of apparel and interior furnishings end uses. During the fiscal year ended September 28, 2002, the Company was organized in three industry segments: Apparel Fabrics, Interior Furnishings and Carpets. Also as of that date, it operated nine United States manufacturing plants in two states and two manufacturing plants in Mexico. It also held a 50% interest in two joint ventures: one in India and one in Mexico. It also owns a 50.1% interest in Nano-Tex, LLC. On November 15, 2001, the Company filed voluntary petitions for reorganization under Chapter 11 of the United States Bankruptcy Code. International operations, joint venture partnerships, Nano-Tex, LLC, Burlington WorldWide Limited and certain other subsidiaries were not included in the filing.

Burlington Requirements

Collaboration with key customers to develop fabrics, fabric finishes, trims. Create a store fabric standards, construction details, finishing and test results.

"Having used Freeborders` software for several years, we have decreased development costs, increased productivity and delivered our products to market faster."

-Dutch Leonard, President Denim, Burlington Industries

Freeborders, Inc. All Rights Reserved.

[snag]

Bewertungen von Freeborders

"We began using Freeborders software more than five years ago and have enjoyed a successful partnership. Their commitment to excellent service and superior technology places them ahead of the other companies in this arena."
John Sullivan,
CIO
Liz Claiborne


"We wanted the best solution out there, FB iPDM provides a comprehensive solution that has enabled us to standardize product development processes across our different divisions, realizing significant reduction in vendor communication time while increasing accuracy."
Betsy Henderson,
Head of Technical Design
C. J. Banks, a division of Christopher & Banks.

"We have been working with Freeborders` design application for more than four years and have witnessed substantial improvement in the efficiency of our design and development operations."
Mike Hodapp,
Production Director
Dillard Department Stores

"Not only does Freeborders deliver innovative technologies, they provide unmatched domain expertise to help us deliver increasing value to our partners and customers."
Gordon Yen,
Head of Corporate Planning
Fountain Set


"Freeborders` software was incredibly easy to implement. It was configured in eight weeks, and users are being trained in about two hours."
Paul Bowes,
IT Project Manager
S.R. Gent




" We chose Freeborders because of their breadth of functionality and their partnership approach. We are implementing Freeborders PLM solution over the next several months and expect to see immediate benefits in productivity, especially with our overseas vendors and agents."
Tina McAuley,
Vice President of Sourcing & Product Development
Arden B

[snag]

Die Investoren neben Internet Capital (Anteil = 48%) sind eine amerikanisch-asiatische Allianz vom Feinsten:

Internet Capital Group
Internet Capital Group (ICG) is an information technology company activtely engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing cost and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships.



TAL
Since 1947, the Hong Kong-based TAL Group has been dedicated solely to manufacturing for department stores, chain stores, top labels, catalogue buyers and retailers, mainly for the US market. With assets of more than US $500 million, TAL owns and operates manufacturing plants in China, Hong Kong, Malaysia, Taiwan and Thailand.



Saints Ventures
Saints Ventures was formed in April 2000 and is a private venture fund based in San Francisco, California. Saints Ventures was founded to help finance, develop and support technology start-ups and emerging growth companies that possess the potential to become world-class leaders in their areas of focus.



Crystal Group
Crystal is one of Hong Kong`s leading retail companies with annual sales of over US $400 million. Its success is built on partnerships with customers and employees with emphasis on quality, speed and consistency. Crystal Group currently holds nine ISO 9000 certifications. Some major customers include Gap, Abercrombie & Fitch, Tommy Hilfiger, L.L.Bean and Lands` End.



Fountain Set Holdings
Fountain Set, established in 1969, is one of Asia`s leading manufacturers and suppliers. With over 9,000 employees, the company has sales of US $500 million. Some major customers include Gap, Polo and Tommy Hilfiger.



Hutchison Whampoa Limited
Hutchison Whampoa Limited (HWL) is the holding company of the Hutchison Whampoa Group of companies. With origins dating back to the 1800`s, it is a Hong Kong-based, multi-national corporation with a diversified portfolio. It is also part of the Li Ka-shing group of companies, which taken as a whole, account for about 15% of the total market capitalization in the Hong Kong stock market.

With close to 100,000 employees worldwide, the Group operates five core businesses in 34 countries: ports and related services; telecommunications and e-commerce; property and hotels; retail and manufacturing; and energy infrastructure.



IBM
IBM is the world`s largest information technology provider (hardware, software and services) and is the worldwide leader in e-business solutions.



Infoage international Limited
Infoage International Limited is an Application Service Provider for Enterprise Resource Planning Systems in the Asia market region. The company`s objective is to utilize their core competency in software and infrastructure development, to provide a complete ERP solution ranging from order processing to production control by applying state-of-the-art Internet technology, thus, enabling supply chain management by integrating with an Internet-based marketplace.



Infomin
Elek, Moreno Valle y Asociados, Mexico’s leading independent investment bankers, in partnership with INFOMIN, a large family owned diversified group established in 1950, invested in Freeborders to bring product lifecycle management solutions to the Mexican and Latin American markets. INFOMIN currently focuses on Textiles, Plastics, Autoparts, Real Estate, Entertainment, nationwide executive jet and helicopter service and FBO facilities.



LTZJ
The Shanghai Dragon Head Zhangjiang Business and Network Co., Ltd. (LTZJ.com) was established in March of 2000. LTZJ.com is working according to a two-part plan: to assist domestic (Chinese) businesses in going online, and then to connect the world to the products and services they offer.



Luen Thai
Luen Thai is highly regarded as one of the largest and most progressive manufacturers in the world. With 18 manufacturing plants located in 10 major cities in the Philippines, China, Cambodia, the Commonwealth of the Northern Marianas Islands and Guatemala, Luen Thai has rapidly grown to encompass the globe. Major customers include Liz Claiborne, Ralph Lauren and The Limited.



Olympus Capital Holdings Asia
Olympus Capital Holdings Asia is a direct investment firm dedicated to making long-term equity investments in Asia. With approximately US $600 million in committed capital under management, Olympus Capital targets significant investments in public and private companies operating in the region. It has 20 investment professionals based in Hong Kong, Tokyo, Seoul, Singapore, New York, Jakarta and Manila.



Orient International (Holding)
Orient International (Holding) Co., LTD. is a leading trading group in China with 20 wholly owned holding subsidiaries, over 300 manufacturing and service enterprises and 41 overseas enterprises

[snag]

Das nachstehende zeigt, dass nicht nur Software geliefert wird, sondern auch Services, was konstantere Erlösverflüsse ermöglicht:

Freeborder`s DuPont Online Fabric Library Leads Industry

Enables Brands, Retailers and Manufacturers to Easily and Cost Effectively Source Fabrics

San Francisco - May 20, 2003 - Freeborders today announced the Online Fabric Library it manages for DuPont Textile & Interiors (DTI) has become one of the largest, best-used on-line fabric sourcing libraries available for the apparel industry. Usage of the library, with over 22,000 fabrics sourced from almost 500 mills in 64 different countries, increased almost 1000% year-over-year in Q1 of this year. In the same period, 20% more brands, retailers and manufacturers used the service, including Nordstrom, Gap, L.L.Bean, and others.
Greg vas Nunes, DuPont`s Vice President, Global Ready-to-Wear, says, "We`ve been enormously pleased with the apparel industry`s acceptance of our Online Fabric Library. Our partnership with Freeborders to build and host this scalable solution has been instrumental in helping drive new interest in DTI`s innovative fibers, including Lycra."

Frauke Nagel, European Merchandiser, Jockey International Inc says, "The Online Fabric Library has allowed us to significantly reduce our time and expense for sourcing. Now we`re able to sample a variety of fabrics and connect with key innovative DuPont mills, all in a fraction of the time and expense we used to spend on these sourcing activities."

DuPont`s use of the sourcing library, which is part of Freeborders` integrated approach to Product Lifecycle Management (PLM), enables brands, retailers and manufacturers to easily view and sample any fabric made with DTI`s fibers, significantly reducing time-to-market. Use of the Online Fabric Library, running since 2001, has skyrocketed recently as travel in the Asia Pacific region has been reduced due to the Severe Acute Respiratory Syndrome (SARS) outbreak. Activity more than doubled from March to April of this year. The increased use comes from both existing customers increasing their reliance on the library and from new customers. Registration can be found at www.lycra.com.

"Today, over 1500 users, including C&A, Danskin, Lane Bryant, Sara Lee, and The Children`s Place, access the Online Fabric Library. It instantly connects designers directly to mills for fabric sampling, leading to better sourcing decisions and reduced product development costs," said Mike Keating, Vice President and Partner at Freeborders.

"Freeborders is dedicated to its partnership with DuPont, helping brands, retailers and manufacturers secure competitive advantage by reducing costs and increasing efficiencies in fabric sourcing," said Ramsey Walker co-CEO of Freeborders. "We`re pleased the solution provides such an effective alternative to travel during this time and are certain the cost and efficiency benefits will insure its even wider adoption and use in the future"

About Freeborders
Freeborders (www.freeborders.com) provides Product Lifecycle Management (PLM) software and services that enable leading brands, retailers, and manufacturers to streamline product development processes and collaborate more efficiently. Its solutions help customers cut product cycle times, reduce design and development costs, and meet the ever-increasing demand to bring products to market quickly. Freeborders` Collaborative Product Management (PLM) software and services are used by over 350 brands and retailers globally, including Ann Taylor, Burlington Industries, Coach, Dillard`s, Lands` End, Liz Claiborne, Saks, Target and Williams-Sonoma. Freeborders, a member of Internet Capital Group`s (Nasdaq: ICGE) network of partner companies, is headquartered in San Francisco, with offices throughout North America, Europe, and Asia.

About DuPont Textiles & Interiors
DuPont Textiles & Interiors (dti.dupont.com), a wholly owned subsidiary of DuPont (NYSE: DD), is the largest integrated fiber business in the world, with approximate annual revenues of $6.3 billion. Headquartered in Wilmington, Delaware and operating in 50 countries, DuPont Textiles & Interiors is committed to its customers` growth through market insights and technology innovations combined with a powerful portfolio of the best-known, global brands and trademarks in the industry including: Lycra, Teflon, Stainmaster, Antron, Coolmax, Thermolite, Cordura, Supplex and Tactel.




Contact | SiteMap | Privacy Policy | Support

[snag]

An einigen scheint das IPO-Filing von Blackboard (Anteil von Internet Capital) vorbeigegangen zu sein. Hier also noch einmal einige Details:

Klar ist noch nicht, wieviel Prozent der Aktien diese 75 Millionen darstellen, ich tippe 10%.

March 05, 2004 16:56

Blackboard Inc. Files Registration Statement For Initial Public Offering
Jump to first matched term

WASHINGTON, Mar 5, 2004 /PRNewswire via COMTEX/ -- Blackboard Inc. today announced that it has filed a registration statement on Form S-1 with the U.S. Securities and Exchange Commission for a proposed initial public offering of its common stock.

Credit Suisse First Boston LLC will act as sole book runner for the offering, and co-managers will be Banc of America Securities LLC, Merrill Lynch & Co. and Thomas Weisel Partners LLC. Copies of the preliminary prospectus, when available, may be obtained directly from:

Credit Suisse First Boston
Prospectus Department
Eleven Madison Avenue, Level 1B
New York, NY 10010
Fax [phone]

A registration statement relating to these securities has been filed with the Securities and Exchange Commission but has not yet become effective. These securities may not be sold and offers to buy may not be accepted prior to the time the registration statement becomes effective. This press release shall not constitute an offer to sell or a solicitation of an offer to buy, and there shall not be any sale of these securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction.

About Blackboard Inc.

Blackboard is a leading provider of enterprise software applications and related 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.

" All product and company names herein may be trademarks of their registered owners."

SOURCE Blackboard Inc.

Michael J. Stanton of Blackboard Inc., [phone], or Dan
Baum of DBC Public Relations Experts, [phone], for Blackboard Inc.

http://www.blackboard.com


IPO - Genauer

Es gab es dann noch auf Yahoo ein genaueres Posting:


Reuters
UPDATE - Blackboard files for $75 mln IPO
Friday March 5, 5:06 pm ET


(Adds details on filing)
WASHINGTON, March 5 (Reuters) - Educational software company, Blackboard Inc., filed with U.S. regulators on Friday for an initial public offering worth an estimated $75 million.


Blackboard did not say how many shares it plans to offer or estimate a price per share in a preliminary prospectus filed with the Securities and Exchange Commission (News - Websites) . Those details are expected in future filings.

The company said it had not yet made specific plans for the proceeds but that it would go toward general corporate purposes.

The Washington, D.C.-based company provides enterprise software applications and related services to the education industry.

Software giant, Microsoft Corp. (NasdaqNM:MSFT - News), holds a 6.1 percent stake in Blackboard, according to the filing.

The IPO will be managed by Credit Suisse First Boston, Banc of America Securities (News - Websites) LLC, Merrill Lynch & Co. and Thomas Weisel Partners LLC, according to the SEC filing.

The company plans to list its shares on the Nasdaq stock market under the symbol " BBBB" (Nasdaq:BBBB - News).

Wir erfahren jetzt, dass sie 75 Millionen einsammeln wollen, wobei ich vermute, dass hier ähnlich wie bei Saleslforce.com um die 10% in den IPO einfließen. Interessant ist ausserdem, dass Microsoft 6,1% hält, Internet Capital übrigens 15%. Der IPO-Kurs gibt Raum für Kurssteigerungen, die meines Erachtens den Wert durchaus auf 1,5 Milliarden steigern könnten.

Wir haben jetzt die von vielen geforderten harten Fakten.

[snag]

IPO


Einfluss auf Kurs von Internet Capital

Kursmäßig hat sich daraufhin noch nicht sehr viel bei Internet Capital getean, denn auf kurze Sicht ist noch die wichtigste Fragen offen. Wieviel Prozent stellen die 75 Millionen dar. Sind es 10 Prozent oder 15 Prozent. Ich tippe eher auf 10%. Sollte das so sein, könnte das von dem nachstehenden US-Poster Vorhergesagte durchaus eintreten, wobei ich zunächst bei Internet Capital einmal auf den unteren Bereich der angedeuteten Range tippe, was aber immer noch einen Kurssprung darstellen würde.

Re: BlackBoard IPO a guarantee of durabl
by: jhoeken 03/06/04 12:32 am
Msg: 199688 of 199712

The market will place a value on ICGE after the news of today. The IPO could take place any time over the next 52 weeks.... But rest assured the pps on ICGE will be well above the requirements for continued listing! Let also not forget backing out the value of Blackbeard IPO, ICGE still controls other investments that will yeld this company major returns! ICGE should be in the trading range of 1.25 to 2.25 with in the next week or so! Remember the market price is not controled my the retail investor as much as it is the Market Makers... Best of luck to all longs! This is just the begining.........


Zeitdimension

Ich sehe jetzt auch die von mir heftig kritisierte Ausgabe von Aktien zur Tilgung der Wandelschuldverschreibung etwas milder, obwohl ich nachwievor der Auffassung bin, dass die Neuaufnahme eines Kredits zur Ablösung der Wandelschuldverschreibung die bessere Lösung gewesen wäre.

Mein Milder-gestimmt-Sein ist meine Einsicht in den Tatbestand, dass ich die Zeitkomponente zu optimistisch gesehen habe. Man hat durch die Ausgabe von Aktien und die Tilgung der Wandelschuldverschreibung damit nicht nur die Schulden getilgt, sondern sich damit auch quasi Zeit gekauft. Das wird auch bei Blackboard wieder deutlich. Stellen die 75 Millionen des geplanten IPO z.B. 10% dar, dann wäre der Anteil von Internet Capital 105 Millionen wert. Nicht auszuschließen ist, dass keiner der Altaktionäre Kasse macht und ausschließlich neue Aktien ausgegeben werden, um Blackboard für Übernahmen fit zu machen. Dann hätte Internet Capital zunächst einmal " nur" den Gegenwert von 105 Millionen in Aktien. Sehr entscheidend wird jetzt sein, wie sich der Kurs entwickelt. Da bin ich bei dem gewählten Emissionspreis sehr optimistisch, denn wenn die 75 Millionen 10% sind und das auf eine Börsenbewertung von 750 Millionen hinausläuft ist das auf Basis der 2004er Umsätze gerade einmal ein KUV von fünf. Vermutlich hat man das absichtlich so niedrig gewählt, um Platz für Kurssteigerungen zu geben und sehr viel verspielt man durch diesen günstigen Preis nicht, da man z.B. nur 10% in den IPO gesteckt hat.

[snag]

Warum IPO jetzt?

Berechtigt ist natürlich die Frage, warum Blackboard einen IPO macht, obwohl sie einen positiven Cash Flow haben, ein positives Ebitda und auch echte Gewinne schreiben. Im nachstehenden Bericht, der ungefähr ein Dreivierteljahr alt ist, bringt es der CEO auf den Punkt: " Still, an IPO isn`t necessarily needed at this time. The company`s quarterly results, combined with its $19.3 million in cash in the bank, puts Blackboard on firm financial ground for continued growth. A public offering would give the company access to considerably more cash -- cash that could help the firm grow through acquisitions." Man will nämlich durch Übernahmen noch weiter wachsen; da man seinen angestammten Markt schon beherrscht, bedeutet das vermutlich eine Expansion in angrenzende Bereiche. So ist man im Bereich des E-Learning in Unternehmen schon sehr stark, aber dort ist Stellung noch nicht so dominierend wie im Hochschulbereich. Der Markt wächst und das Potenzial ist riesig und die voraussichtliche erste Bewertung von 750 Millionen lässt enorm viel Platz für Kurssteigerungerungen, wie die nachstehenden Aussagen aus dem nachstehenden Text zeigen: Chasen says Blackboard would consider buying other software firms if the price and technology were in line with its plans. The education software market is projected to be worth $11 billion this year, according to Eduventures (www.eduventures.com).
Eduventures analysts say just two or three firms will dominate the market as it continues to develop. Blackboard, they say, is one of them. International expansion also is playing an important role in Blackboard`s growth. The company sells its software products to customers in Asia, Australia and Europe.
Chasen says: " The rest of the world takes its lead from what`s happening in the U.S." Der Börsengang ist vielleicht gar nicht so wichtig wegen der 75 Millionen, die in die Kasse gespült werden, sondern man hat mit den eigenen Aktien jetzt eine " Akquisitionswährung" , mit der man weitere Übernahmen tätigen kann.



Hier der oben erwähnte komplette Text, der - wenn ich mich richtig erinnere - aus dem Sommer 2003 stammt.

© 2003 American City Business Journals Inc.

EXCLUSIVE REPORTS
Blackboard`s success may erase bad feelings about dot-coms
Roger Hughlett
Staff Reporter
The folks at D.C.-based Blackboard continue to chalk up sales as they set out to prove technology companies still have a profitable future
We`re very excited about our results," says Michael Chasen, CEO of Blackboard (www.blackboard.com). " For the company it means we`re on the right track, and for our customers it means we`re going to be around for awhile."
Chasen wouldn`t disclose net income for the quarter. Blackboard is privately held and isn`t required to release its financials.
Chasen will say, however, that the company is on target to report positive earnings by the fourth quarter this year. And it could even come earlier.
" We could do it by the third quarter," he says. " If we do, it will be sooner than we expected."
The company is cash-flow positive, which means it brings in enough money through sales to fund its continued operations. Blackboard has been cash flow-positive for the past 12 months, executives say.
Firm financials
Results for the second quarter were in line with company and industry expectations.
" The company is strong and the market is growing," says Matt Litfin, principal at Chicago-based investment firm William Blair & Co.
Blackboard`s growth and the potential growth of the industry also means an IPO could be in the firm`s future.
" We`re closely watching the IPO market," Chasen says
Blackboard, which has secured more than $100 million in venture capital since its inception in 1997, has been on the short list of companies with public offering potential since the IPO market dried up in 2001, experts say. Still, an IPO isn`t necessarily needed at this time.
The company`s quarterly results, combined with its $19.3 million in cash in the bank, puts Blackboard on firm financial ground for continued growth. A public offering would give the company access to considerably more cash -- cash that could help the firm grow through acquisitions.
" For the education industry to evolve from a fragmented, emerging industry into a publicly capitalized industry consisting of stable, visible leaders, a good deal of consolidation and investment still needs to and is expected to occur," says Sean Gallagher, analyst at Boston-based Eduventures, a market research firm that concentrates on online education companies.
Chasen says Blackboard would consider buying other software firms if the price and technology were in line with its plans.
Taking the world
The education software market is projected to be worth $11 billion this year, according to Eduventures (www.eduventures.com).
Eduventures analysts say just two or three firms will dominate the market as it continues to develop. Blackboard, they say, is one of them.
International expansion also is playing an important role in Blackboard`s growth. The company sells its software products to customers in Asia, Australia and Europe.
Chasen says: " The rest of the world takes its lead from what`s happening in the U.S."
E-mail: [e-mail] Phone: [phone]


Das Beste kommt nach dem IPO

Dass der Kurs von Internet Capital auf das Filing des Blackboard-IPO noch nicht stärker gestiegen ist, hängt wohl damit zusammen, dass noch Details über den IPO offen sind. Die wichtigste Frage ist logischerweise, wieviel Prozent der Aktien diese erwähnten 75% der Aktien sind. Ich vermute, dass dies 10% der ausstehenden Aktien sind, Salesforce.com, der letzte große IPO hat ca. 12% der ausstehenden Aktien in den IPO hineingepackt. Viele auf den US-Boards haben angenommen, dass die 75 Millionen die gesamten Aktien von Blackboard sind, was logischerweise Blödsinn ist. Der nachstehende US-Poster versucht diese seinen Mitboardlern zu erklären, wobei ich die von ihm unterstellten 20% für zu hoch halte - er wählt das allerdings auch nur als Beispiel, um den " Hundertprozentigen" die Zusammenhänge zu erklären, und das ging vermutlich mit der Annahme von 20% einfacher. Vielleicht werden da ja heute im Laufe der nächsten Tage schon weitere Informationen von Blackboard und den sehr rennomierten begleitenden Banken des Börsengangs nachgeschoben. Nach den US-Bestimmungen darf Blackboard für einen gewissen Zeitraum nichts veröffentlichen.

IPO money not same as market value
by: compensatingdifferential
Long-Term Sentiment: Strong Buy 03/06/04 03:17 am
Msg: 199721 of 199731

Likely market value worth much more because not all outstanding shares are offered. Plus the market can bid up the shares to whatever it wants to. If Blackboard ends up with Price to sales of around 5, the market value would be $500 Million. And ICGE would own a good chunk of that.

Letztendlich entscheidend ist aber, wie das der nachstehende US-Poster richtig anführt, was nach dem Börsengang ist - wie sich der Kurs, aufbauend auf dem IPO-Kurs, entwickelt. Trifft meine Annahme zu, dass die 75 Millionen ca. 10% ausmachen, was auf einen unterstellten Wert von 750 Millionen hinausläuft, dann ist Blackboard sehr fair gepreist, denn man hat einen positiven Cash Flow schon seit vielen Quartalen, hat seit einigen Quartalen schon ein positives Ebitda, hat inzwischen seit einem halben Jahr auch echte Gewinne und einmaliges Geschäftsmodell. Über eine Verdoppelung des IPO-Kurses in kurzer Zeit und gar mehr, wäre ich daher nicht überrascht. Diese Großzügigkeit können sich die Altbesitzer leisten, da der IPO nur vermutlich nur 10% der aussstehenden Aktien ausmacht und der Gewinn durch Kurssteigerungen höher ist als die kleine Einbuße durch ein günstig gepreistes IPO.

Re: I wonder why ICGE din`t have a bette
by: compensatingdifferential
Long-Term Sentiment: Strong Buy 03/06/04 03:24 am
Msg: 199723 of 199731

An IPO offering at $75 Million is how much will be raised. It is not the market value that the company ends up with. ICGE will see some dilution of its stake, but it can be offset by increases in Blackboard`s stock price. Once the company files more details on how much shares are offered, at what price the shares are offered, and what percentage of all outstanding shares will be offered, then we will have a better picture of the value of Blackboard. But after the IPO, the market value is all that matters.


Überteuerte Preise nehmen meist Neuemissionen, bei denen große Teile der Aktien in den IPO gepackt werden, z.B. bei x-Fab, wo die Alteigentümer Kasse machen wollten. Es kann bei Blackboard durchaus sein, dass die vielleicht 10% überhaupt nicht von den Alteigentümern wie Microsoft, Dell, Time Warner, Pearson, Merrill Lynch, Internet Capital usw. kommen, sondern nur neue Aktien ausgegeben werden. Die Altgesellschafter wären ja auch blöd, wenn sie angesichts der wahrscheinlich Kurssteigerungen auch nur ein Stück herausrücken würden. Verdoppelt sich der Emissionskurs, was ich angesichts des günstigen IPO-Preises, der niedrigen Aktienzahl und des Bekanntheitsgrades von Blackboard schon für kurz nach dem Börsengang für wahrscheinlich halte, dann würde z.B. bei einem von 750 Millionen auf 1,5 Milliarden gestiegenen Marktwert von Blackboard, der Anteil von Internet Capital in Höhe von 15% schon 225 Millionen wert sein, das sind allein 80% der momentanen Marktkapitalisierung von Internet Capital.

Und die in Pipeline befindlichen IPO`s von Linkshare, GoIndustry oder ICGCommerce sind keine Bohne schlechter, eher besser, vor allem wegen der wesentlich höheren Beteiligungsquoten von Internet Capital (in der obigen Reihenfolge: 40%, 31%, 75%).



Wie werthaltig die Beteiligungen sind, hatte ich ja versucht aufzuzeigen und war dabei bei allen denkbaren Berechnungen immer über eine Milliarde, häufiger in die Nähe von zwei Milliarden gekommen. Diese Zahl müsste man durch die nach meinen Schätzungen umlaufenden 750 bis 800 Millionen Aktien teilen. Es gibt ja insbesondere zu den vier großen Werten Linkshare, ICGCommerce, GoIndustry und Blackboard (in dieser Reihenfolge schätze ich auch den Wert ein) sehr ausführliche Umsatzanalysen, -schätzungen, Gewinnanalysen, -schätzungen und daraus abgeleitete Wertbestimmungen. Die habe ich u.a. hier reingestellt, damit sie von den anderen Lesern hinterfragt werden. Wenige hilfreich sind daher allgemeine Aussagen, dass die Beteiligungen nichts wert sind. Also nur Mut und ran mit der Kritik an den einzelen Beteiligungen und meinen doch sehr ausführlichen Aussagen dazu - mehr als ich mich dabei aus dem Fenster lehne, geht eigentlich nicht. Allgemeines Geschwätz ist völlig nutzlos - dafür hatten wir ja schon den Schwätzer-Board freigelassen. Da Geschwätz aber uninteressant ist, hört Schwätzer, Dummbashern und fantasierenden Spamern binnen kürzester Zeit niemand mehr zu.

Von mir aus kann man bei Blackboard anfangen, weil die mit Sicherheit wegen des am vorgenommen Filing am meisten in der Diskussion sind. Ich hatte ja in sehr ausführlichen Schätzungen mich im letzten Vierteljahr, als das Filing schon intensiv zu riechen war (obwohl für das Riechen vielfach niedergemacht wurde)mehrfach Schätzungen abgegeben, die im Mittel auf 150 Millionen hinausliefen. Das lässt sich jetzt bald besser überprüfen.

Zu dem von Blackbord bearbeitenden Bereich hier noch ein grundlegender Artikel aus dem Guardian, den ich vorhin gefunden habe:

Distance learners are happy with a mixture of old and new
February 18, 2004 7:07pm
Europe Intelligence Wire


Go back five years and the obituaries were being written for traditional paper-based distance learning. The age of the internet had dawned and, with the promise of instant communication and virtual classrooms, exchanging assignments and course work by "snail mail" was destined to become a quaint folk memory.

But a brief scan of the postgraduate Tesol courses on offer today suggest that these predictions were premature. Far from sweeping everything aside, the internet has established itself as an integral part of distance learning, but students still want to choose the medium and the means by which they learn.

One reasons for this is that the speed and quality of access to the internet have not kept pace with its spread. As Richard Stibbard of the Applied Linguistics Research Group at the University of Surrey says, his department is only now starting to explore e-learning alternatives.

"The reason for our reluctance has been that many of our students live in parts of the world where cheap and reliable access to computers and the internet may not be available. We have deliberately kept our paper-based delivery in order not to exclude students in this situation," says Stibbard.

Universities have to be convinced that there will be big enough demand for an internet version before they undertake the expensive process of adapting existing paper-based courses. And judging by current demand, many students seem to be happy with traditional formats.

In 2002 the Centre for English Language Studies at the University of Birmingham started offering all the course work for its distance MA Tefl/Tesl on CD-Rom. Students get sent the disc and work through the course on their home computer, sending written assignments back by post. But two years on and, as Birmingham says, there is no appetite on the part of students or administrators to take the next step and make the material available on the Web.

Students also seem happier with a mixture of options, combining distance with face-to-face, paper-based and internet access. The University of Leicester believes that it is well placed to offer this flexibility. As course director Pamela Rogerson-Ravell points out, because its MA in Applied Linguistics and Tesol is entirely modular, students can start out doing distance study but switch to study a module face-to-face if their circumstances or preferences change.

But perhaps the most significant development is the emergence of e-learning on campus, which is blurring the distinction between students who are physically present and those who are not. This year Rogerson-Ravell`s department is using the new university-wide e-learning system called Blackboard. Known as a virtual learning environment (VLE), all departments can now put course content on to the system, which students can access easily via their Web browser. Students can communicate with tutors by email, join discussion forums and work in groups, while tutors set online assessments with automatic marking facilities.

Blackboard has meant that the School of Education is able to offer the Computer Assisted Learning module of its MA to distance students for the first time. Now face-to-face and distance students work through the same online material. Nevertheless, Rogerson-Ravell is cautious about how much of the rest of the course will be put on Blackboard. "You have to sit back and decide what will work online," she says.

In contrast, Glenn Fulcher, who heads the University of Dundee`s Centre for Applied Language Studies (Cals), is a VLE enthusiast. Cals`s new masters in Teaching Modern Languages to Adults is offered entirely via Blackboard. He argues that because the data files are relatively small, slow internet connections do not hinder use.

But it is the breadth of learning tools offered by VLEs, from online access to research articles to synchronous group work, that will bring internet-based distance learning closer in style to face-to-face learning. "We can assess not just students` course work, but also their role in online discussions," says Fulcher, marvelling at the opportunities on offer.


Copyright © 2004 The Guardian.







snag




Noch wichtiger als die guten Konjunkturdaten sind für Internet Capital aber die strukturellen Aspekte, was heißt, dass die von den Beteiliungen von Internet Capital bearbeiteten Bereiche in der Gesamtwirtschaft an Bedeutung gewinnen. Ein Beispiel dafür ist die momentan intensiv diskutierte Beteiligung Blackboard, die mit immer neuen Steigerungsüberraschungen aufwartet. Zum Beispiel hat Blackboard den Mega-Deal des Software-Marktes in 2003 überhaupt weltweit an Land gezogen, wie Ihr dem nachstehenden Posting entnehmen könnt:

Blackboard Inc. and CERNET Corporation Forge Alliance to Serve China`s Education Needs

Tuesday, September 2, 2003 11:00 AM
Consumer Products/Services
Printer-friendly format



New venture will support e-Education for more than 230 million Chinese students

WASHINGTON & BEIJING--(BUSINESS WIRE via COLLEGIATE PRESSWIRE)--Sep 2, 2003--Blackboard Inc. and CERNET Corporation today announced the signing of final agreements to form CERNET-Blackboard Information Technology Company Ltd. The new company, jointly backed by the education technology leaders, will accelerate the implementation of online learning within China.

Blackboard and CERNET are positioned to quickly bring a proven e-learning approach to the Chinese education system. Formed in 1994 by China`s Ministry of Education and leading universities, CERNET provides Internet and related services to more than 1,000 universities in China. Based in the United States, Blackboard serves the e-Education needs of over 3,000 clients worldwide. In 2002, Blackboard released a Simplified Chinese version of its flagship product, the Blackboard Learning System, which has found tremendous appeal in the
Chinese academic community.

The CERNET-Blackboard alliance results from the growing demand for online teaching, learning, research and community evident in China today, coupled with a government mandate for increased educational opportunities and the funding of a national educational technology initiative. According to BDA China, a leading market research firm, China`s total e-Education market will grow from $196 million in 2001 to nearly $1 billion in 2005.

``With more than 230 million students and $50 billion in education expenditures, China is an education market with enormous untapped potential,`` said Sean Gallagher, Senior Analyst at Eduventures, Inc. ``Education will be a key vehicle to propel the growth of China`s market driven economy, and technology-facilitated education can exponentially increase access to educational opportunities. The CERNET-Blackboard backed company is an important initiative that will provide an e-education infrastructure to help meet the evolving needs
of the Chinese education system.``

Meeting China`s Expanding e-Education Demands

``We are very pleased to have been selected for this groundbreaking partnership by CERNET, which has over 95% marketshare among higher education institutions in China. CERNET and Blackboard together will deliver the first enterprise e-Learning solutions to be utilized on the CERNET network, enhancing the educational experience of students and faculty throughout China,`` said Michael Chasen, CEO of Blackboard.

The tremendous projected growth in e-Education spending is fueled by both government support for online learning programs and a significant desire by Chinese institutions to offer their own individual e-Education programs. BDA China indicates that student demand for higher education is projected to increase dramatically in the coming years. Market demand is expected to fuel the creation of new initiatives: international sister-school programs, credit exchange programs with other Chinese and foreign universities, new distance learning programs, and enhanced traditional classroom instruction.

``After an extensive evaluation of online technologies available today, both in China and around the world, we believe that Blackboard`s software and philosophy best match the needs of the Chinese education system,`` said Dr. Jianping Wu, CEO of CERNET. ``We expect that our new company will deliver the critical e-Learning infrastructure required by Chinese primary and secondary schools, universities, and consumers.``

CERNET-Blackboard Information Technology Company, Ltd. offers a customized version of the Blackboard Learning System(TM) software platform via two approaches. First, individual schools and universities can license the Blackboard Learning System for use in their school or on their campus. These institutional clients will be able to access training, integration services, technical support, and content development from the company`s Beijing headquarters.

Second, individual learners will be able to access online education through a customized Study Center, built on the Blackboard Learning System. The Ministry of Education will endorse the Study Center as the destination for online education in China. A variety of content providers will offer preparation for college entrance examinations, Graduate Record Examination (GRE) preparation and instructional programs for such topics as English language, including the Test

The customized Blackboard Learning Center will be unveiled to Chinese schools and universities nationwide in October, 2003. The Study Center is expected to be available to the individual consumer by later this fall.

About Blackboard Inc.

Blackboard Inc. was founded with a vision to transform the Internet into a powerful environment for the education experience. Blackboard is a leading provider of e-Education solutions serving the global needs of primary and secondary schools, higher education, corporations and government agencies. Blackboard is headquartered in Washington, D.C., with offices and staff across North America, South America, Europe and Asia. Please visit www.blackboard.com for more information.

About CERNET

Formed in 1994, CERNET was funded by the Chinese government, and was directly managed by the Ministry of Education until it was incorporated in 2000. Its initial mission was to build out the backbone by which Chinese universities could connect to the Internet. In 2000, CERNET was incorporated and today is owned by a consortium of leading Chinese universities and the Chinese government. In addition to its main offices and data center at Tsinghua University, China`s top university, it also has 10 regionally located branch offices. These branch offices` sales teams will sell on behalf of the joint venture.

IPO-Ablauf

Bei einem IPO muss man unterscheiden, woher die Aktien kommen.

1. Sie können von den Alteigentümer kommen, dann landet das Geld, das mit einem IPO erlöst wird, bei den bisherigen Gesellschaftern.

2. Die bisherigen Alteigentümer behalten ihre Bestände und gehen von weiteren Kurssteigerungen der Aktie aus. Die Aktien des IPO stammen aus einer Kapitalerhöhung. Das Geld fließt jetzt nicht den Altaktionäre zu, sondern der Gesellschaft, die damit z.B. neue Investitionen und/oder Übernahmen investieren kann.

In der Regel kommen Kombination von 1. und 2. vor. Ich vermute, dass wir bei Blackboard fast ausschließlich die Variante 2 vorliegt. In diesem Fall kann man das IPO auch günstig preisen, da man meist nur eine geringen Prozentsatz in der IPO hineinnimmt und ihm übrigen auf weitere Kurssteigerungen setzt. Für Blackboard ist vor allem wichtig, dass man eine an der Börse handelbare Aktie hat. Denn - und das scheint mir der Hauptgrund für den Börsengang zu sein - jetzt hat man neben dem sicher auch erwünschten zusätzlichen Geld in der Kasse, die Möglichkeit Übernahmen mit eigenen Aktien zu finanzieren. Expandieren könnte man vor allem in den Bereich "Weiterbildung in Unternehmen", wo man auch schon ein kräftiges Standbein hat.

[snag]

Von großer Bedeutung ist für den Wert von Internet Capital, wie sich die Zukunft des Affiliate-Marketings entwickelt. Internet Capital ist hier mit 40% neben Comcast und Mitsui an der weltweiten Nr. 1, Linkshare, beteiligt. In meiner gestrigen extrem vorsichtigen Schätzung aller Internet Capital-Beteiligungen, die bei ca. einer Milliarde landete, hatte ich den untersten denkbaren Wert für den Linkshare-Anteil in Höhe von 150 Millionen angesetzt, was bei 40% auf einen Firmenwert von gerade einmal 375 Millionen hinauslaufen würde. Aber schon ohne große Fantasie kann man auch auf einen Firmenwert von einer Milliarde kommen, und dann ware der Anteile von Internet Capital 400 Millionen wert, was bei 750 bis 800 Millionen umlaufenden Aktien schon für einen Wert von 0,50 Dollar stehen würde.

Auch in Deutschland gewinnen Affiliate-Programme enorm an Bedeutung, und zwar im Rahmen eines eh schon wachsenden Online-Handels, sodass wir eine Art Doppeltriebwer haben.

Hier ein Beispiel:

Affiliate.de-Betreiber Stefan Zwanzger besuchte am 03.02.04 die buch.de internetstores AG in Münster und befragte sie zu ihrem neuen Kombi-Partnerprogramm Partner³ (buch.de & bol.de & thalia.de), dessen hochgestecktes Ziel es ist, in ebenbürtiger Konkurrenz zum alteingesessenen Amazon Affiliate Programm zu laufen...

Affiliate.de: Sieht sich das neue Partnerprogramm Partner³ als Frontalangriff auf Amazon oder eher als stiller Mitbewerber?
buch.de AG: Natürlich ist Amazon als Begründer des Partnerprogramms ein großer Mitbewerber für uns und daher sind wir gespannt, wie die Affiliates in Deutschland auf ein Partnerprogramm reagieren, welches drei Marken vereint. Wir sehen uns schon als starke Konkurrenz zum Amazon-Partnerprogramm.

Affiliate.de: Im Grunde genommen sind es ja drei Layouts mit derselben Datenbank, denselben Produkten und demselben Preis: buch.de, bol.de und thalia.de! Das einstige BOL-Partnerprogramm wurde ja zwischenzeitlich eingestellt: Woran lag das?
buch.de AG: Die damalige Entscheidung von Bertelsmann, BOL als e-commerce Business aufzugeben, hat sicher nichts mit der Performance des Partnerprogramms zu tun gehabt. Es war eine Alternative zum Amazon Partnerprogramm. Auch damals gab es schon Affiliates, die gesagt haben: "BOL bietet uns einige Features mehr!" Die Provisionsstruktur bei Amazon war darüber hinaus nicht unbedingt besser und stärker, auch wenn sich 15% Einzeltitelverlinkung ganz großartig angehört haben. Aber wir wissen ja alle wer tatsächlich so einen Einzeltitellink zum Umsatz gebracht hat: es waren die wenigsten! Das BOL-Partnerprogramm war damals gleichberechtigt, und die Affiliates waren wirklich gut. Es haben sich seitdem viele der einstigen BOL-Partner bei uns gemeldet und Interesse an einem neuen Partnerprogramm geäußert. Wir haben uns jedoch erst nach einem adäquaten Partner für die Umsetzung umsehen müssen – und uns für ValueClick entschieden. Somit dürfte vielen ehemaligen BOL-Partnern die Technik bereits vertraut sein.

Affiliate.de: Das Partner³ Partnerprogramm ist ja folgendermaßen konstruiert: ein Affiliate schickt einen Besucher zu buch.de, dieser kauft aber beispielsweise erst zwei Wochen später bei bol.de - trotzdem bekommt der Affiliate eine Provision für diesen Einkauf, richtig?
buch.de AG: Ja, das ist korrekt.

Affiliate.de: Das heißt doch aber auch: ein Partner schickt Ihnen im November tausend Kunden zu buch.de, die erst einmal überhaupt nichts kaufen. Sie werden nur mit einem Cookie "markiert". 200 davon machen dann ihr Weihnachtsgeschäft innerhalb der nächsten 4 Wochen (solange bleibt der Cookie dem Partner zugeordnet) bei buch.de, bol.de und thalia.de. Und alle diese Weihnachtgeschäfte werde dann mit den 5-8% verprovisioniert! Wie wird man so spendabel?
buch.de AG: Betrachten Sie doch einfach jeden Shop für sich und stellen Sie sich vor, es wären drei verschiedene Partnerprogramme. Dann würden letztendlich für alle drei Shops die vollen 5-8% Provision in Frage kommen. Wir verschenken nichts, sondern nutzen Synergien und geben an unsere Affiliates größere Chancen weiter. Wir verdreifachen ja nicht die Provision, sondern wir verdreifachen die Chance, Geschäft zu machen. Die Partner kennen ihre Zielgruppe nicht detailliert und sind vielleicht der Meinung, dass es eine bol.de-Zielgruppe ist. Wenn sie es aber nicht ist, verdienen sie trotzdem und werden nachher am Vergleich zwischen dem Werbemitteleinsatz und dem Umsatz in den Shops erkennen, bei welchem Shop sie den größten Umsatz gemacht haben. Und so lernen sie, wie sie den Werbemitteleinsatz ihrer Zielgruppe entsprechend verbessern. Diese " Funktion" ist einzigartig!


Chantal Kleine, Leiterin der Marketingabteilung der buch.de AG, beantwortete geduldig alle unsere Fragen rund um das neue buch.de Partnerprogramm


Affiliate.de: Welcher Shop für welche Zielgruppe?
buch.de AG: Bei der Marke buch.de liegt der Schwerpunkt im Kernsortiment Buch. bol.de ist eine Marke mit einer medienaffinen Zielgruppe. Dort haben wir viel mehr Verkäufe von CDs und DVDs...
Affiliate.de: ...aber dasselbe Sortiment!
buch.de AG: Genau: Eine Suchmaschine, eine Datenbank. Die Webfronten sind verschieden und das Partnerprogramm bildet das ab.

Affiliate.de: Welche Zielgruppe spricht thalia.de an?
buch.de AG: Die Buchhandlungen der Thalia-Gruppe verfügen seit Mitte letzten Jahres über einen eigenen Internetauftritt, der auf der buch.de-Plattform läuft. Dieser bildet mit der Zielgruppe genau das Publikum ab, welches sich in die Thalia-Buchhandlungen begibt. Es sind hauptsächlich buchinteressierte Kunden, darunter zum Beispiel Frauen mittleren Alters, die langsam das Internet für sich entdecken.


Affiliate.de: Vergleichen wir mal die Konditionen Ihres Stufenmodells mit dem von Amazon.de: 5-8% Provision gibt es bei Ihrem Partnerprogramm, die 8%-Stufe erreicht man ab 7500 EUR Umsatz.
Amazon schüttet zwischen 4% und 6,5% Provision aus, plus 7,5% für Einzeltitel, macht die Hochstufung aber nicht am Umsatz fest, sondern an der Anzahl der Artikel. Bei einem Durchschnittswarenwert von sagen wir mal 10 EUR würde man bei Amazon durch den Verkauf von 750 Artikeln 7500 EUR Umsatz generieren und bekäme dann 6%. Bei Ihnen wären es 8%. Und diese 10 EUR sind wahrscheinlich sehr niedrig geschätzt, heißt bei Amazon bekäme man wahrscheinlich noch weniger...
buch.de AG: Man sollte vielleicht auch noch berücksichtigen, dass wir zusätzlich 5 EUR für jeden Neukunden ausschütten.

Affiliate.de: Ist das zeitlich befristet?
buch.de AG: Nein, das ist nicht zeitlich befristet.

Affiliate.de: Wird der Neukundenbonus auch gewährt, wenn der Kunde ein Reclam-Buch für 3 Euro bestellt und sich dann nie wieder meldet?
buch.de AG: Das ist das Risiko, was wir haben. Es besteht jedoch nicht nur beim Partnerprogramm, sondern bei jeder Aktion, die wir machen. Wir haben immer das Risiko, dass ein Kunde gerade im Schulbuchgeschäft ein Reclam-Heft bestellt und nicht zurückkehrt So liegt es an uns, unsere Neukunden durch Qualität und unkomplizierte Kaufvorgänge von uns zu überzeugen.

Affiliate.de: Noch mal zu den Einzeltitellinks. Die haben Sie ja nicht.
buch.de AG: Doch natürlich, es gibt Einzeltitellinks. Die werden aber nicht extra verprovisioniert.

Affiliate.de: Wobei man bei Ihnen ab 7500 EUR Monatsumsatz mit 8% ohnehin generell mehr verdient als mit Amazon-Einzeltitellinks (7,5%).
buch.de AG: Ja genau.

Affiliate.de: Und Sie zahlen monatlich aus, Amazon vierteljährlich!
buch.de AG: Wir zahlen innerhalb der ersten 10 Tage nach Monatsende.

Affiliate.de: Nun gut. Ich habe mich mal bei buch.de zu den DVDs geklickt und festgestellt, dass diese deutlich teurer sind als bei Amazon. Zudem haben Sie auch viel weniger im Sortiment. Da kauft doch keiner bei Ihnen...
buch.de AG: Ich denke, dass der Ansatz anders gewählt werden muss! Wir wollen etwas an den Produkten verdienen und gehen nicht so arg in den Preiskampf wie Amazon. Dafür sind wir in Deutschland auch profitabel.

Affiliate.de: Ist das Amazon nicht?
buch.de AG: Das weiß bekanntlich niemand genau. Wir wissen, dass Amazon gesamtprofitabel ist, aber was Deutschland angeht, wurden von Amazon keine Zahlen veröffentlicht.

Affiliate.de: Seit wann ist buch.de profitabel?
buch.de AG: Unser Ziel war immer Profitabilität und den Break-Even zu erreichen. Das haben wir auch wie geplant im letzten Quartal 2002 geschafft und haben im gesamten Jahr 2003 Gewinn erwirtschaftet. Noch eine kurze Anmerkung zu den Produkten: versuchen Sie einmal Reclam-Hefte bei Amazon zu finden!
Es gibt ziemlich viele Bereiche, in denen buch.de außergewöhnlich stark ist, in denen wir mehr Auswahl haben als Amazon.

Affiliate.de: Noch einmal zurück zum "Preiskampf" bei Amazon: dieser ist doch gerade bei der Preistransparenz des Internets überlebenswichtig. Zumindest sollte man konkurrenzfähig bleiben. Ich verstehe immer noch nicht, warum jemand bei Ihnen DVDs oder auch CDs kaufen sollte...
buch.de AG: Es gibt Kunden, die schätzen die Qualität eines Anbieters, fühlen sich auf der Website wohl, kennen den Bestellweg und profitieren von den Angeboten drum herum, zum Beispiel der Möglichkeit, bei buch.de und bol.de Lufthansa Prämienmeilen zu sammeln oder haben sich an die bequeme Art und Weise, sein Konto zu verwalten gewöhnt. Die haben gute Erfahrungen mit der Lieferung und dem Service gemacht und vertrauen uns – die gehen nicht unbedingt wegen ein oder zwei Euro Preisunterschied zu einem anderen Internethändler, wo alles ganz anders funktioniert und sie sich erst mal wieder durch den ganzen Shop klicken müssen und nicht wissen, ob alles andere – Bezahlung, Lieferung, Rücksendung etc. – auch so gut läuft.

Affiliate.de: Amazon hat einen Provisionsdeckel von 10 EUR. Den haben Sie nicht. Sie haben aber auch keine DVD-Rekorder und Küchenmaschinen im Sortiment. Was ist denn das teuerste Produkt bei Buch.de?
buch.de AG: Der Brockhaus. Der ist teurer als ein DVD-Rekorder und kostet 2796,00 €.

Affiliate.de: Und es gibt Leute, die den Brockhaus online bestellen?
buch.de AG: Ja, erst kürzlich wieder vor Weihnachten.

Affiliate.de: Wie viele Artikel haben Sie denn im Portfolio?
buch.de AG: Insgesamt haben wir an die zwei Millionen Artikel.

Affiliate.de: Wissen Sie auch, wie viele Artikel Amazon hat?
buch.de AG: Nein, wäre aber spannend! Amazon kommuniziert in vielen Bereichen nicht so wie wir als Aktiengesellschaft. Egal ob es um das Sortiment geht oder um die Geschäftszahlen. Da sind wir wesentlich transparenter.

Affiliate.de: Amazon ist ein renommiertes Superkaufhaus mit vielen vielen Stammkunden und Kundenrezensionen. Ganz gleich wie gut Ihr Partnerprogramm ist, wie wollen Sie den Kunden dazu bewegen jetzt bei Ihnen einzukaufen?
buch.de AG: Wir sind eben kein Superkaufhaus, sondern wir sind der kompetente Internet-Buchhändler mit einem vielleicht kleineren, aber feinen Sortiment an sonstigen Medien. Wir haben eben hierin unsere Kompetenz, und wir werden nicht nur das Buch- und Mediensortiment ständig ausbauen, sondern eben auch den speziellen Service dazu, der in einem Kaufhaus mit vielen verschiedenen Warengruppen zwangsläufig auf der Strecke bleibt. Zum Bespiel unser Lieferservice beim Buch: jemand, der bei uns ein Buch bestellt, bekommt im Normalfall noch am selben Tag eine Bestätigung per E-Mail, dass das Buch unser Haus verlassen hat.

Affiliate.de: Und das garantiert die buch.de AG?
buch.de AG: Das kann man natürlich nicht bei allen Produkten und immer garantieren, aber bei den Buchbestellungen ist das die Regel. Wir garantieren es solange es in unserem Einflussbereich liegt.

Affiliate.de: BOL hatte noch unter Bertelsmann zu Weihnachten 2000 eine garantierte Lieferzeit innerhalb von 4-5 Stunden. Wäre das nicht unschlagbar?
buch.de AG: Es ist eine schöne Marketing-Kampagne, aber ob das auf Dauer rentabel ist, ist nicht sicher. Es betraf auch nur 4 oder 5 Großstädte und ein bestimmtes Sortiment.

Affiliate.de: Manchmal spielen bei gewachsenem Vertrauen ein paar Prozente mehr oder weniger keine Rolle. Warum sollte ein alteingesessener Amazon-Affiliate das Partner³-Programm testen?
buch.de AG: Bequemlichkeit ist ein ausschlaggebendes Kriterium. Als Webmaster ist man oft Affiliate von dutzenden Partnerprogrammen und blickt da gar nicht mehr durch. Wenn ich mich jetzt für Partner³ entscheide, spare ich mir quasi zwei Anmeldungen - mit einer Anmeldung habe ich alle drei Marken im Portfolio. Habe ich einmal verstanden, dass die Marken unterschiedliche Zielgruppen bedienen, brauche ich mich als Affiliate um nichts mehr zu kümmern: Ich setzte dazu den Auto-Merchandizer ein. Ein Feature, auf das wir wirklich stolz sind. Das heißt, dass man quasi einen "Container" auf seine Seite setzt und sich von uns aus Münster immer aktuelle Inhalte liefern lässt. Zu Beginn lässt man dort alle drei Marken rotieren: bol.de, buch.de, thalia.de. Diese Rotation erfolgt klickoptimiert. Nach einer gewissen Lernphase können wir dann die Zielgruppe des Affiliates mit dem entsprechenden Shop beliefern. Und das geschieht vollautomatisch!
Zudem haben wir ein einfaches und faires Provisionsmodell. Bevor man sich lange überlegt wie man mit dem Provisionsmodell von Amazon am effektivsten arbeiten kann, hat man es doch bei uns deutlich einfacher. Es erschließt sich sofort.

Affiliate.de: Und 8% Marge sind offensichtlich immer drin...
Buch.de: Aufgrund der Deckelung und durch das Boundeling mit neuen medialen Produkten wird es bei Amazon schwierig, eine neue Provisions-Stufe zu erreichen. Ein weiterer Vorteil von Partner³ ist z.B. eine wesentlich leichtere Einbindung von Produkten. Der Affiliate muss die Images nicht selber hosten, das macht die buch.de internetstores AG. Zudem bieten wir für Preissuchmaschinen, Preisvergleiche und Suchmaschinenoptimierer Datenbankabzüge an, sogar über das gesamte Produktportfolio. Gerade für solche Partner bieten wir das optimale Werkzeug. Wir stehen Amazon funktional in nichts nach. Möglicherweise hat Amazon ein paar gute Werbemittel, die wir in der Form noch nicht anbieten. Noch nicht.

Affiliate.de: Und buch.de ist weit entfernt vom First-Mover in diesem Bereich, das macht es auch nicht gerade einfach!
Buch.de: Was heißt weit entfernt? Klar, Amazon scheint uneinholbar, sie sind ja auch derzeit die größten in Deutschland. Aber niemand hätte im Dezember 2002 damit gerechnet, dass die kleine buch.de internetstores AG den großen Konkurrenten BOL übernimmt... Womit wir nicht sagen wollen, dass wir nun als nächsten Internetauftritt Amazon integrieren wollen. Nein, aber wir setzen alles daran, unsere Shops immer besser zu gestalten, viele Extra-Features und Services anzubieten, immer einen Schritt weiter zu gehen, voraus zu sein. Und einer dieser Schritte ist eben unser neues Partnerprogramm, das es so – mit den drei Marken und in der technischen Qualität – noch nirgendwo gegeben hat.

Affiliate.de und Stefan Zwanzger danken für das Gespräch.

Zum Partner³ Partnerprogramm...

Kräftig diskutieren im Forum oder Zurück zur Startseite

[snag]

Affiliate Marketing, auch unter dem Begriff Associate Partner Programs bekannt, ist ein relativ neues Marketing- und Vertriebskonzept für das Internet. Dabei geht es um die Eröffnung neuer Vertriebskanäle über Partner-Websites, in der Regel auf Basis von Provisionszahlungen.



Wer sind die Hauptdarsteller beim Affiliate Marketing?
Es gibt beim Affiliate Marketing drei Beteiligte: Den ursprünglichen Anbieter von Waren und Dienstleistungen (im folgenden Merchant genannt), seinen Partner, der ihm hilft, einen zusätzlichen Vertriebskanal zu erschließen (im folgenden Affiliate genannt) und den Endkunden.

Und um was dreht es sich beim Affiliate Marketing?
Das Konzept des Affiliate Marketing beruht auf der Tatsache, dass das Angebot des Merchants grundsätzlich interessant für bestimmte Endkunden-Zielgruppen ist. Dies muss aber nicht zwangsläufig auch auf die Website beziehungsweise den Webshop des Merchants zutreffen. Vielmehr geht man davon aus, dass die Endkunden im Internet primär Websites besuchen, die eine hohe Affinität zu ihren Interessen aufweisen. Diese Interessen stehen auch hinter den Bedürfnissen, die die Kunden dann entwickeln können. Affiliate Marketing versucht diese beiden Schritte zu verbinden, indem es das Angebot des Merchants in die Seiten mit hoher Affinität zu Endkunde und Angebot integriert.

Grau ist alle Theorie, wie sieht das in der Praxis aus?
Ein Beispiel: Die wenigsten Menschen kaufen sich einfach so einen Reisekoffer. Meist entsteht das Bedürfnis danach ja erst, wenn eine Reise gebucht oder geplant wird. Wenn der Kunde sich also zum Beispiel auf einer Touristik-Site informiert und eventuell auch schon Flug oder Reise gebucht hat, denkt er vielleicht im Anschluss darüber nach, einen Koffer für die Reise zu kaufen. Würde er jetzt automatisch die Websites der bekannteren Anbieter ansurfen? Eher unwahrscheinlich. Möglicherweise würde er zu einem Shop browsen, der Reisebedarf anbietet. Am wahrscheinlichsten aber denkt er in diesem Moment gar nicht bewusst daran (oder nicht besonders lange), dass er einen Koffer benötigt. Genau hier setzt das Affiliate-Prinzip an: Direkt auf der Site des Reiseanbieters würde sich ein Angebot für Reisekoffer befinden, zum Beispiel direkt nach der Buchungsbestätigung, und den Kunden so daran erinnern, dass er ja unter Umständen noch einen Koffer braucht. Um auf diese Weise einen Spontankauf auszulösen, könnte es sich dabei um ein spezielles Angebot handeln, das nur in Verbindung mit der Reisebuchung gilt.

Also einfach eine Bannerwerbung?
Aus zwei Gründen lautet die Antwort: nein. Zum einen ist die Affiliate-Platzierung sehr viel stärker kontextbezogen als Bannerwerbung. Zum anderen wird hier ein konkretes Angebot gemacht und kein Werbeversprechen. Dazu kommt das andere Geschäftsverhältnis zwischen Merchant und Affiliate: Die beiden sind Partner, die in der Regel langfristige Kooperationen eingehen. Bei Bannerwerbung stellt der Website-Betreiber lediglich bestimmte Flächen zu einem festgelegten Tarif zur Verfügung, ohne dass er großen Einfluss darauf nehmen kann, wer dort wirbt und welche Geschäfte dadurch angebahnt werden.


Welche Abrechnungsmodelle sind also grundsätzlich denkbar?
Neben der Umsatzprovision können auch - wie beim Banner - Vereinbarungen getroffen werden, Provisionen für einzelne Besucher oder deren Klicks zu vergüten. Lösungen bieten auch die Möglichkeit, Anmeldungen von Besuchern, den Download von Informationen, die Bestellung eines Newsletters oder ähnliche Aktivitäten abzurechnen.

Das klingt alles wahnsinnig aufwändig...
Affiliate-Systeme sind in der Tat technisch recht aufwändig, vor allem wenn es sich um fortgeschrittene Technologien handelt und nicht um reine Link-Systeme. Dabei gilt jedoch der Grundsatz, dass der Aufwand für den Affiliate-Partner möglichst gering gehalten werden muss - nur so lassen sich in kurzer Zeit viele Partner für ein Affiliate-Netz gewinnen. Der Partner muss lediglich auf seiner Site an bestimmten Stellen die vom Merchant angebotenen Teilcontents einbinden. Für den Gebrauch des webbasierten Editors sind weder Programmier- noch Datenbankkenntnisse erforderlich. Das Bereitstellen des Content, die Abwicklung der Transaktionen und das Berechnen und Zuweisen der Provisionen erledigt in den meisten Fällen ein Unternehmen wie Linkshare.

Stichwort Provisionen: Wer verdient denn nun am Affiliate Marketing?

Der Affiliate-Partner wird über Provisionen für seine Kooperation bezahlt. Im Gegensatz zu Bannerwerbung, die entweder über pauschale Vergütung oder Pay-Per-Click-Modelle abgerechnet wird, fließt hier allerdings nur Geld für tatsächliche Transaktionen (Pay for Performance). Je nach Ausgestaltung des Provisionsmodells verdient der Affiliate für jeden Klick, Visit, Lead oder nach Umsatz. Denkbar ist auch ein mehrstufiges Modell, in dem er einen Fixbetrag für jeden Besucher und eine Provision für die anschließend getätigten Umsätze erhält. Für den Merchant ist die Bezahlung nach dem Pay-for-Performance-Prinzip deutlich sinnvoller als Bannerwerbung, da sie rein erfolgsabhängig ist. Zudem spart der Merchant etwaige Händler- und Distributorenmargen. Daher rechnet sich Affiliate Marketing für beide Seiten.

Wie kann denn die zu zahlende Provision von beiden Seiten kontrolliert werden?

Das erledigt z.B. Linkshare


Im Vergleich zur Bannerwerbung eine Beispielrechnung (Best Case / Worst Case): Bannerwerbung ist in ihrer Kostennutzenrechnung von verschiedenen, schwer beeinflussbaren Faktoren abhängig.

Bei durchschnittlicher Klickrate, Konversionsrate (also Klicks, die zu einem tatsächlichen Geschäft führen) und einem normalen TKP (Tausend Kontakte Preis) entstehen bei einer Bannerwerbung Kundengewinnungskosten von durchschnittlich 30 Euro. Beim Affiliate-Modell entstehen nur Provisionen, bei einem Umsatz von beispielsweise 100 Euro und einer Provision von 10 Prozent wären das lediglich 10 Euro.

Außerdem kann er den Kunden direkt am Point of Interest ansprechen, wo die Kaufbereitschaft am höchsten ist. Ein weiteres Argument ist die Auswertbarkeit von Daten: Es kann direkt gemessen werden, welche Sites und welche Angebote von den Usern am besten angenommen werden und wie sich das Userverhalten ändert.

Welches Zukunftspotenzial hat denn nun Affiliate Marketing? Was sagen die Analysten dazu?
Dem Affiliate Marketing werden große Wachstumspotenziale bescheinigt, man geht sogar davon aus, dass viel Geld, das heutzutage noch in Bannerwerbung gesteckt wird, zukünftig in Affiliate Marketing fließt.

[snag]

Auch bei dem nachstehenden Wert fand ein 1:15-Split statt, was ich bei Internet Capital auch für die optimale Vorgehensweise halte, und was daraus wurde. Bis zum Jahresende glaube ich zwar nicht an 2000%, aber 300% bis 500% könnten es schon werden.



Up 2,000% and Counting

March 18, 2004

It`s not exactly a household name, but Novatel Wireless (Nasdaq: NVTL) hopes that someday it will be. The maker of wireless PC cards and modems has made quite a buzz in the markets lately -- the stock has vaulted over 2000% in the past year.

Jumping back in the limelight, shares surged 17% yesterday to just more than $19 on a trio of press statements released with development partner Lucent Technologies (NYSE: LU). The recent announcements confirmed three more European carriers will offer Novatel`s products to customers of their newly launched (or soon to launch) 3G networks.

Still in the "teething stage," third-generation network operators in Europe are easing into commercial operation of their high-speed networks by offering data-only products. Data connections are much more tolerant of delays and hiccups -- voice connections are far less forgiving. Rather than risking dropped calls and angry customers, carriers are first gauging their network maturity with data users, hoping to bring voice services online later, when good quality of service is established.

These deals follow on the heels of several other international wins for Novatel in 2003. Novatel also got a big boost when it announced a deal to provide Verizon Wireless (NYSE: VZ) with data cards for its high-speed 3G network based on Qualcomm`s (Nasdaq: QCOM) 1xEV-DO technology (say that three times fast!).

The dramatic rise in Novatel stock stems from an almost "too good to be true" turnaround story: As consumer and business spending slowed to a crawl between 2000 and 2002, the company was left for dead by early 2003.

After a late-2000 IPO opening at $12, within a year the company was in penny-stock land, struggling to stay alive. It was burning cash and orders were dwindling in the face of larger rivals such as highflier Sierra Wireless (Nasdaq: SWIR). Several private placements and debt offerings kept it afloat while it reorganized and even approved a sure killer -- a 1-for-15 reverse share split.

The bloodletting continued, though, until the company hit bottom then brought in a new CEO and profitability plan in 2003. By mid-year, the company was back on track and the balance sheet was improving. Novatel still sits in a precarious position, however, and it`ll need all those euros to work through years of debt and dilution.

But with a new lease on life, a $300 million market cap, and a forward P/E of 30, Novatel is once again a contender -- albeit a risky and expensive one.

[Rob2303]

alles innerhalb einer sekunde
2:31:10 PM Bid 0.37 1029500
2:31:10 PM Bid 0.37 1019000
2:31:10 PM Bid 0.37 1041500
2:31:10 PM Bid 0.37 1019000
2:31:10 PM Bid 0.37 1041500
2:31:10 PM Bid 0.37 1031500
2:31:10 PM Bid 0.37 1019000
2:31:10 PM Ask 0.38 420500
2:31:10 PM Bid 0.37 1041000
2:31:10 PM Ask 0.38 418500
2:31:10 PM Ask 0.38 413500
2:31:10 PM Ask 0.38 408500
2:31:10 PM Ask 0.38 413500
2:31:10 PM Bid 0.37 1063500
2:31:10 PM Bid 0.37 1053500
2:31:10 PM Bid 0.37 1041000
2:31:10 PM Bid 0.37 1063500
2:31:10 PM Bid 0.37 1088500
2:31:10 PM Bid 0.37 1099000
2:31:10 PM Bid 0.37 1088500
2:31:10 PM Bid 0.37 1086000
2:31:10 PM Bid 0.37 1066000
2:31:10 PM Bid 0.37 1076000
2:31:10 PM Bid 0.37 1088500
2:31:10 PM Bid 0.37 1083500
2:31:10 PM Bid 0.37 1078500
2:31:10 PM Bid 0.37 1066000
2:31:10 PM Bid 0.37 1065000
2:31:10 PM Ask 0.38 418500
2:31:10 PM Ask 0.38 413500
2:31:10 PM Ask 0.38 408500
2:31:10 PM Ask 0.38 413500
2:31:10 PM Ask 0.38 418500
2:31:10 PM Ask 0.38 413500
2:31:10 PM Ask 0.38 408500
2:31:10 PM Bid 0.37 1088500
2:31:10 PM Trade 0.373 100

[Rob2303]

es ist natürlich nicht die gante zeit ein solcher verkehr.
hier mal 32 sekunden mir drei geschäften, dann ist schluss.
fand ich interessant, deshalb eine kleine abwechslung zu icge.

2:49:46 PM Ask 0.38 375000
2:49:46 PM Bid 0.37 1333500
2:49:46 PM Ask 0.38 365000
2:49:46 PM Bid 0.37 1343500
2:49:46 PM Ask 0.38 375000
2:49:46 PM Ask 0.38 357000
2:49:46 PM Bid 0.37 1333500
2:49:46 PM Ask 0.38 347000
2:49:46 PM Ask 0.38 327000
2:49:46 PM Trade 0.37 400
2:48:22 PM Ask 0.38 307000
2:48:22 PM Bid 0.37 1343500
2:48:22 PM Bid 0.37 1342500
2:48:22 PM Ask 0.38 317000
2:48:22 PM Ask 0.38 307000
2:48:22 PM Ask 0.38 312000
2:48:22 PM Ask 0.38 322000
2:48:22 PM Bid 0.37 1343500
2:48:22 PM Ask 0.38 312000
2:48:22 PM Bid 0.37 1353500
2:48:22 PM Trade 0.377 400
2:48:16 PM Bid 0.37 1352500
2:48:16 PM Ask 0.38 313000
2:48:16 PM Ask 0.38 313000
2:48:16 PM Ask 0.38 323000
2:48:16 PM Trade 0.377 600
2:48:14 PM Bid 0.37 1353000
2:48:14 PM Trade 0.38 7550

akutell sehr niedriges volumen.
ca 5,3 mio. aktien
glaubt ihr, das geschiebe ist bald vorbei ?
was kommt als nächstes für ein streich ?

[snag]

Die Marketmaker haben offensichtlich für die Kaffeekasse der SEC gespendet. Aber das ermöglicht auch noch ein paar günstige Käufe.

[snag]

CeBIT: IT-Branche hakt Krise ab - Optimismus und mehr Besucher bei CeBIT

HANNOVER (dpa-AFX) - Die IT-Branche hat zum CeBIT-Start die Krise endgültig abgehakt. Am ersten Tag der weltgrößten Computermesse schauten Unternehmen und Verbände optimistisch in die Zukunft und rechnen mit besseren Geschäften. Ein Indiz für eine deutliche Erholung der Branche lieferte auch die High-Tech-Messe in Hannover selbst. Am ersten Tag erlebte die CeBIT einen Ansturm mit einem Besucherplus im zweistelligen Prozentbereich im Vergleich zum Auftakt vor einem Jahr.

[snag]

Aus der FTD von vorgestern:

"IT-Etats steigen

Die heftiger Reaktion der Anleger zeigte, wie wenig die Börsen der Nachhaltigkeit des Aufschwungs trauen. Viele Kritiker bemängeln, dass Konzerne zwar steigende Gewinne melden, beim Umsatz aber nur wenig zulegen.

Die Optimisten konterten derartige Bedenken mit Marktzahlen. Sie führen an, es gebe zahlreiche Belege dafür, dass Hightech-Umsätze spätestens in diesem Jahr deutlich zulegten. So erwarten etwa die Marktforscher von Gartner für dieses Jahr 23% Umsatzwachstum für den weltweiten Halbleitermarkt auf 217 Milliarden Dollar. Der Markt für IT-Dienstleistungen soll allein in Europa, dem Nahen Osten und Afrika von 169 Milliarden Dollar im Jahr 2002 auf 230 Milliarden Dollar in 2007 wachsen. Die Marktforscher von IDC melden, die Erlöse beim Verkauf von Netzwerkrechnern seien im vierten Quartal 2003 weltweit um 11,4% auf 13,7 Milliarden Dollar gestiegen.

[snag]

An Clear Commerce hält Internet Capital 11%.

March 01, 2004 07:02

Experian`s Fourth Annual Fraud Forum Addresses Rising Fraud Losses And Identity Theft
Jump to first matched term
Leading Experts Share Methods to Detect and Stop Increasingly Sophisticated Fraud Schemes


COSTA MESA, Calif., Mar 1, 2004 /PRNewswire via COMTEX/ -- In the last year, the Federal Trade Commission and numerous industry analysts have cited dramatic increases in the incidences of fraud, and financial losses to businesses and consumers in the billions of dollars. Though the actual numbers and classification of identity theft may be debated, it is clear that criminals continue to use more sophisticated methods to steal identities, falsify applications and commit fraud. Identity theft continues to be the main area of concern for financial organizations across all industry sectors.

With the goal of imparting the knowledge all companies need to stay a step ahead of the fraud perpetrators, Experian(R), a global information solutions company, presents Fraud Forum 2004, March 15-17 at the Amelia Island Plantation Resort on Amelia Island, Florida.

The event is designed for credit card issuers, banks, credit unions, auto lenders, mortgage companies, brokerages, online retailers, and other credit grantors that need to proactively address and reduce fraud in their organization. Attendees will hear from some of the nation`s leading fraud prevention experts as they discuss strategies, new prevention technologies, legislation and privacy issues and new fraud trends. In addition, the two-day conference will give companies the latest information on how to address the growing pressures to protect consumer privacy and comply with increasing government regulations and national security demands.

Experian`s keynote speaker is Chuck Whitlock, award-winning investigative journalist, author and a respected authority on white-collar crime. Fred H. Cate, professor of law and director of the Information Law and Commerce Institute at the Indiana University School of Law will address current privacy, identity theft and other information law issues. Greg Ruppert, acting unit chief, Federal Bureau of Investigation will discuss International criminal organizations and identity theft.

Added this year in response to feedback from last year`s oversold Fraud Forum is an interactive expert panel which will address how businesses find the right balance of protecting both consumers and bottom line profits.

Included on this panel are Carol Coye Benson, consultant for Glenbrooks Partners; Jim Beams, research director for Financial Insights; Fred H. Cate; Katherine Hutchinson, vice president, ClearCommerce; and Stan Oliai, Director of Consulting and Analytics for Experian-Scorex.

"Fraud Forum 2004 will focus on the latest fraud protection methods and provide a high-level view of the most advanced analytical tools available today to address credit-related fraud," said Lyn Porter, vice president of Experian`s Fraud Solutions group. "Attendees will come away with strategies to proactively tackle the issues all of us in the financial services industry face."

The conference will also feature a comprehensive program of breakout sessions that will give attendees access to an array of financial, legal and technology experts. Two tracks will be offered:

-- Future Trends and Technologies is designed to educate attendees about
using information technologies as a strategic competitive advantage.

-- Client and Business Imperatives examines high-level imperatives facing
today`s organizations and identifies solutions and services that will
address these issues.

For more information and to register for Experian`s Fraud Forum 2004, log onto the Experian Web site at http://www.experian.com/fraud_forum .

About Experian

Experian(R) is a global leader in providing information solutions to organizations and consumers. It helps organizations find, develop and manage profitable customer relationships by providing information, decision-making solutions and processing services. It empowers consumers to understand, manage and protect their personal information and assets. Experian works with more than 40,000 clients across diverse industries, including financial services, telecommunications, health care, insurance, retail and catalog, automotive, manufacturing, leisure, utilities, property, e-commerce and government. Experian is a subsidiary of GUS plc and has headquarters in Nottingham, UK, and Costa Mesa, Calif. Its 13,000 people support clients in more than 60 countries. Annual sales exceed $2.2 billion.

For more information, visit the company`s Web site at www.experian.com .

For further information please contact: Susan Henson, Public Relations of Experian, [phone], [e-mail]

[snag]

Tech-IPO`s sind wieder gefragt:

TNS Prepares to Make Initial Public Offering
March 16, 2004 7:01am
Newsbytes


TNS Inc., a Reston company that provides telecommunications services for credit card, ATM and other banking transactions, is planning to hold an initial public offering as early as today.

The company plans to sell 4.42 million shares for $16 to $18 each, according to its filing with the Securities and Exchange Commission. If priced at $18, that would raise $79.56 million. A company spokeswoman declined to comment on the offering.

TNS is one of four local technology companies that have informed the SEC of plans for initial public offerings in recent months, the latest signs that the IPO market for tech firms is coming back to life. Intelsat Ltd., a Bermuda-based satellite services company that has most of its operations in the District, yesterday filed papers for its long-planned initial sale of common stock. Intelsat, which used to be owned by a consortium of world governments but went private two years ago, hopes to raise up to $500 million.

Blackboard Inc., an online education company, filed early this month to raise up to $75 million in its initial public offering. Intersections Inc., a Chantilly company that provides identity theft and credit management services, filed in December for an initial public offering that could raise up to $106.25 million, $51 million of which would go to the company and $55.25 million of which would go to a selling shareholder.

TNS`s stock sale will bring a well-known Washington area technology company, and the man who founded it, full circle.

TNS in its first version was known as Transaction Network Services Inc., founded by John J. McDonnell Jr. in 1990. In 1994 it completed a public offering, selling 1.8 million shares for $10 each. Five years later, PSINet Inc., an Internet service provider based in Herndon, agreed to acquire Transaction Network Services for $720 million in cash and stock.

PSINet, burdened by too much debt from a string of acquisitions, filed for bankruptcy protection in June 2001, but not before selling Transaction Network Services as part of an effort to sell subsidiaries and raise cash. McDonnell and other senior managers, together with buyout firm GTCR Golder Rauner LLC, bought Transaction Network Services from PSINet for $277 million. The company`s corporate name now is TNS Inc., and will trade on the New York Stock Exchange under the symbol TNS.

GTCR, based in Chicago, raises money for management-led buyouts of companies. It financed the creation and growth of DigitalNet Holdings Inc. and helped that Herndon government contractor go public in October. It will continue to control TNS after the initial stock offering.

For the year ended Dec. 31, the company`s revenue was $223.4 million, up from $202.2 million the previous year. The company`s point-of-sale division, which transported 7.9 billion ATM, credit card and debit card transactions last year, accounted for 55 percent of its revenue for 2003. TNS lost $1.1 million in 2003, compared with a $2.4 million loss in 2002.

McDonnell, now 66, is the company`s chairman and chief executive. Brian J. Bates, 43, is the company`s president and chief operating officer.

The offering is being underwritten by a team of investment banks led by J.P. Morgan Chase & Co., Lehman Brothers Inc. and Credit Suisse First Boston Corp. TNS said it plans to use the funds raised through its offering to pay down its existing debt to a syndicate of banks.


© 2004 The Washington Post Company

[snag]

Und hier ein weiterer Artikel aus einer Washingtoner Zeitung, dem Washington Business Journal.

From the March 12, 2004 print edition
IPO market may flourish once again
Blackboard, TNS kick off new round of public offerings
Sean Madigan
Staff Reporter
Education software maker Blackboard`s IPO might be the most-anticipated public offering in Greater Washington this year.


But it probably won`t be the first to reach the market.

Reston-based TNS, a credit card transaction processing company, could be selling shares by the end of the month. Two more companies, InPhonic of D.C. and Intersections of Chantilly, also are moving through the regulatory process.

The region`s IPO market is picking up after a couple years of near-dormancy following the collapse of the tech bubble. Just five local companies went public in all of 2002 -- all of them government contractors. Six more, in a variety of industries, went public last year.

But this year, the region already has four companies in the IPO pipeline. It`s a trend showing up nationwide. Since January, 25 companies have gone public, compared with six during the same period last year.

`Back to basics`
So is the IPO market back? Not compared to the bubble days of the late 1990s. That level of insanity isn`t likely ever to return.

But it is peeking around the corner. In addition to the four that already have filed paperwork with the Securities and Exchange Commission, a number of companies around the region are looking at going public.

Jonathan Shames, who leads Ernst & Young`s mid-Atlantic technology and emerging and growth markets practice, knows of at least three or four other companies between D.C. and Baltimore that are seriously considering an IPO, though he won`t say who.

The market is different than it was four and five years ago. These days, Wall Street investors want companies that have customers, proven products, revenue and at least something close to the brink of profitability.

"It`s kind of a back to the basics," Shames says.

Ken Tarpey, CFO and COO of ObjectVideo in Reston, who along with Raul Fernandez took Proxicom public in 1999, says the new rule is not potential for profitability but "how much more profitable can you become?"

ObjectVideo, where Fernandez now is chairman and CEO, like Blackboard, is backed by Novak Biddle Venture Partners. It, too, is considered a candidate to go public.

[snag]

In der Fortsetzung des Artikel vom vorstehenden Posting erfahren wir auch, warum bei Blackboard momentan keine weiteren Information kommen können: "Blackboard (www.blackboard.com) officials are in a quiet period, so neither they nor Novak Biddle (www.novakbiddle.com) execs would discuss company business beyond what is spelled out in its S-1 filing." Ihnen ist in der momentanen Phase durch die geltenden Rechtsvorschriften Äusserungen zu machen. Im nacchstehenden Text sind aber doch einige weitere Informationen enthalten, die dem S-1 filing entstammen.


« Continued from previous page

Tarpey would not comment on his company`s prospects for an IPO. But ObjectVideo, which has only had a product on the market for about a year, doesn`t seem to fit his own description yet of what Wall Street wants.


Writing on the board
Blackboard, meanwhile, does.

One of the largest tech employers in D.C. with 442 workers, the education software company wants to raise $75 million, according to its March 5 SEC filing. The filing doesn`t say how many shares Blackboard will sell or at what price, though it proposes trading on Nasdaq under the symbol "BBBB."

According to the filing, Blackboard was profitable for the past two quarters, earning a combined $2 million. The company lost $1.4 million on $92.5 million in revenue in 2003.

Founded in 1997 by Michael Chasen and Matthew Pittinsky, Blackboard lost $41.6 million and $41.8 million on revenue of $69.9 million and $46.7 million, respectively, during 2002 and 2001.

Blackboard (www.blackboard.com) officials are in a quiet period, so neither they nor Novak Biddle (www.novakbiddle.com) execs would discuss company business beyond what is spelled out in its S-1 filing.

TNS (www.tnsi.com) officials told the SEC late last month they plan to sell 4.4 million shares at $16 to $18 apiece, an offering that could generate as much as $79.6 million.

The company lost $1.1 million last year on $223.4 million in revenue.

Jeffrey Jordan, a partner at Arent Fox, represents TNS. Though he won`t comment specifically on his client`s bid, he does see activity on the IPO front. "IPOs are being done," he says, "transactions are being completed."

Across the board, he adds, "It does appear the IPO market is coming back."

E-mail: [e-mail] Phone: [phone]

[snag]

Frage: Warum wird dieser Thread nicht angezeigt und ist nur über den User erreichbar?

[Kwerdenker]

Bei mir wird er in den Favriten angezeigt.

[snag]

Danke,

wird nur bei Eingabe von Internet Capital nicht angezeigt - das war aber schon immer so, ich bin gestern über einen anderen Weg rein. Kleiner Irrtum von mir, den ich erst jetzt gemerkt habe.

[Dr.Spezialist]

eCredit and The Credit Exchange Announce Strategic Alliance
Monday March 22, 9:07 am ET
- Partnership Pairs Leading Players in Business Credit to Deliver Improved Service to Customer Base -


DEDHAM, Mass., March 22 /PRNewswire/ -- eCredit, the leading provider of Web-based credit and collections automation applications, today announced that it has entered into a strategic alliance with Scottsdale, Ariz.-based The Credit Exchange (TCE), the premier supplier of industry specific credit information for the trucking, air cargo, rail, fuel, waste haulers and equipment manufacturing industries. The partnership is designed to deliver improved credit and collections decision-making power to the companies` combined customer base.
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As a result of the alliance, companies who purchase eCredit nFusion, the most comprehensive suite of credit and collections automation software available today, and members of The Credit Exchange will be able to take advantage of the eCredit Quick Start for TCE program. Under this arrangement, companies will be able to quickly and inexpensively implement automated credit decision processes based on TCE scores and data requested electronically from other bureaus. Once downloaded, this information and all other customer data used in the decision process will be stored within nFusion in an electronic file improving an analyst`s ability to make future credit line enhancements or conduct further investigation for that customer.

"We are extremely excited by this new partnership with eCredit," said John Weiss, President of The Credit Exchange. "More so than any other player in the credit automation field, eCredit`s products will enhance the value of the services The Credit Exchange offers, and we will now be able to better provide our customers unparalleled opportunity to make rapid and informed credit decisions."

"As a joint customer of eCredit and The Credit Exchange, the value of this partnership to us is significant," said John Pomilio, Vice President of Customer Financial Services at XTRA Lease. "The ability to process The Credit Exchange`s industry-leading and high-value data set using eCredit software allows us to turn around customer credit decisions swiftly and effectively, and improve the performance of our business on every level."

XTRA Lease, one of the largest over-the-road trailer rental and leasing companies in North America, has already taken advantage of the synergies created by eCredit and The Credit Exchange by automating the electronic download of data from The Credit Exchange`s database directly into the Credit Module of nFusion. Once the data is resident in nFusion, it is then processed using the credit decision criteria XTRA Lease has automated within the system, rendering quality credit decisions in a matter of seconds.

"This alliance with The Credit Exchange represents an important step in our efforts to grow revenue through channels and re-affirms our commitment to our partner network," said Jeff Dickerson, President of eCredit. "In addition, by allying ourselves with a vendor with such deep expertise, we also improve our product capabilities and extend our reach to deliver the most comprehensive and robust solution to companies across a variety of vertical markets."

About eCredit

Since 1993, eCredit.com has delivered credit risk management and collections software and services to Fortune 1000 companies and financial institutions. The Company improves credit and collections decision-making practices to deliver process efficiencies, optimized risk management, reduced operating costs, and increased revenues. Included among the Company`s customers are ChevronTexaco, Cisco, CIT Group, Sun Microsystems, and Ryder System, Inc. Headquartered in Dedham, Massachusetts, eCredit is an Internet Capital Group (Nasdaq: ICGE - News) partner company with additional venture backing from Apex Venture Partners and Sterling Venture Partners. For additional information, visit eCredit on the Web at http://www.ecredit.com.

About The Credit Exchange

TCE, formerly the Transportation Credit Exchange, was created in 1991 by credit industry veteran John Weiss. TCE boasts a family of credit information services across a number of vertical industries including Transportation, Leasing/Fuel, Waste Haulers, Manufacturers of Waste Equipment, Aerospace, and most recent, Factoring. TCE is recognized as a leader within the credit information industry, offering a vast global database and boasting an industry-renowned record of up to date information reporting.

About XTRA Lease

XTRA Lease is one of the largest over-the-road trailer rental and leasing companies in North America. Founded in 1992 when two regional companies, AJF Leasing and Strick Lease, merged into one national company, XTRA Lease reports, as a division, to the XTRA Corporation family of transportation equipment lessors. The Company has grown to over 90 locations across North America with division headquarters located in St. Louis, Missouri and employs approximately 600 people. Today, XTRA Lease manages a fleet of 90,000 dry vans, chassis, flatbeds, storage vans and temperature-controlled vans. XTRA Lease became part of the Berkshire Hathaway team on September 20, 2001. Berkshire Hathaway, Inc. is a holding company headed by investor Warren E. Buffett.

Press Contact:
Kelly Cundiff
eCredit.com
[phone]
[e-mail]

Kathy Anderson
The Credit Exchange
[phone]
[e-mail]

Gretchen A. Harman
XTRA Lease
314-579-9320 X4071
[e-mail]

[Dr.Spezialist]

Zwar glaube ich immer noch, daß ICGE auf dem richtigen Weg ist und langfristig den Umsatz verdoppeln und verdreifachen wird, aber nach diesen Zahlen denke ich doch eher an einen 20:1 R-Split


PERIOD ENDING 31-Dec-03 31-Dec-02 31-Dec-01
Total Revenue 70,020 108,457 123,675
Cost of Revenue 40,936 69,095 93,762

Gross Profit 29,084 39,362 29,913

Operating Expenses
Research Development 14,840 24,100 52,169
Selling General and Administrative 46,626 91,870 257,508
Non Recurring (1,736) 12,376 863,503
Others 7,955 12,000 158,720

Total Operating Expenses 67,685 140,346 1,331,900


Operating Income or Loss (38,601) (100,984) (1,301,987)

Income from Continuing Operations
Total Other Income/Expenses Net (57,327) 16,317 (172,692)
Earnings Before Interest And Taxes (95,928) (3,553) (1,474,679)
Interest Expense 16,564 23,855 43,371
Income Before Tax (112,492) (27,408) (1,518,050)
Income Tax Expense - 179 (45,474)
Minority Interest 2,326 15,438 139,556

Net Income From Continuing Ops (124,656) (93,263) (1,333,020)

Non-recurring Events
Discontinued Operations (11,228) (8,956) -
Extraordinary Items - - (988,209)
Effect Of Accounting Changes - - (7,886)
Other Items - - -


Net Income (135,884) (102,219) (2,329,115)
Preferred Stock And Other Adjustments - - -

Net Income Applicable To Common Shares ($135,884) ($102,219) ($2,329,115)



Add to Portfolio Set Alert Email

[Dr.Spezialist]

Ihr erinnert euch , habe Anfang April 0,43 vorausgesagt, aber wie gehts weiter
QualxServ and ICG Commerce Named Finalists in Outsourcing Center`s 2004 Outsourcing Excellence Awards
Tuesday March 30, 11:28 am ET
Procurement Outsourcing Engagement Recognized as One of the `Ultimate Models for Competitive Business Strategy`


PHILADELPHIA, March 30 /PRNewswire-FirstCall/-- ICG Commerce, a leading procurement services provider, today announced that due to the success of its three-year procurement BPO relationship with IT services specialist QualxServ, the two companies have been named as finalists in the 2004 Outsourcing Excellence Awards. Established by the Outsourcing Center in 1997 and sponsored this year by Everest Group, Forbes and Wharton Executive Education, the Outsourcing Excellence Award program seeks out, interviews, evaluates and recognizes outstanding buyer and service provider outsourcing relationships throughout the world.
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The QualxServ/ICG Commerce relationship has been recognized as a finalist by a panel of independent judges that include experts in a variety of outsourcing disciplines. "These finalists clearly demonstrate the new ways in which outsourcing relationships are transforming businesses and delivering value," said Debra Floyd, Program Director, in a statement issued by the Outsourcing Center last month. "The partnerships represent the ultimate models for competitive business strategies."

The QualxServ/ICG Commerce outsourcing engagement focuses on QualxServ`s largest and most strategic external purchase as an organization: contract labor services. From sourcing to purchase-to-pay automation and ongoing category management, the ICG Commerce team provides the full range of purchasing expertise, resources and technology needed to strategically automate and manage all aspects of subcontract labor procurement on the company`s behalf. QualxServ has taken a "hands-on-approach" to strategically managing the relationship, setting up a governance structure, defining targets and working with ICG Commerce to drive a process that ensures that goals and objectives are realized within agreed-upon timeframes.

"Although our services are predominantly delivered by employees, we do complement our workforce with subcontractors as engagements require, so the procurement of subcontract labor is something we take very seriously," said Bob Lerner, chief executive officer of QualxServ. "We decided to outsource this strategic function to ICG Commerce because we knew they possessed both the category expertise and the technical know-how to help us find the right group of vendor partners and make the financial aspects of working together as efficient as possible."

Since the relationship began in October 2000, the team has become an integral part of QualxServ`s day-to-day operations, residing on-site at the company`s headquarters in Tewksbury, MA, and providing an important value add that is central to the success of the business. Additional resources and new tools have been brought to bear over the past three years as the company has grown and business needs have continued to expand.

"Delivering measurable results for our customers is our number one priority, and we are very pleased to see that the Outsourcing Center has recognized the value being generated through the QualxServ/ICG Commerce outsourcing partnership," said Edward H. West, chairman and chief executive officer of ICG Commerce. "The recognition is indicative of the increasingly important role procurement outsourcing is playing within the overall business landscape as companies look to find new avenues for driving efficiencies and reducing costs."

About ICG Commerce, Inc.

[Dr.Spezialist]

von Snag:
SAN FRANCISCO, Mar 30, 2004 /PRNewswire via COMTEX/ -- Freeborders Inc. today announced that over 100 retail brands and several thousand designers worldwide now use FB Designer to draw true-to-scale, detailed line sketches with such speed and accuracy that it has become an industry standard.

In use for over eight years, FB Designer customers include industry giants Target, Saks, Gap and Pottery Barn. New customers who have adopted and used FB Designer over the past year include Oxford Industries, Polo Ralph Lauren, Mossimo, Marc Jacobs, OshKosh B`Gosh, Robinson Outdoors, Arden B., Christopher & Banks, Aqua Blues and Sundance Catalog. The most prominent fashion schools in the world, including Fashion Institute of Technology in New York City, use FB Designer in their core curriculum to teach students Computer Aided Design.

Retailers and brands know that front-end product development efficiencies offer the best opportunity for improving overall performance and lead-times. FB Designer allows users to easily draw, update, and distribute accurate product sketches, thereby minimizing communication and production errors and facilitating efficient product development, manufacturing, and sourcing. FB Designer seamlessly shares images and callouts with FB Product Manager, a product development infrastructure module within Freeborders` Product Lifecycle Management (PLM) suite, as well as with other product data management systems. Based on powerful AutoCAD drawing technology, FB Designer delivers customized sewn-goods drawing features and options to designers` desktops.

" FB Designer sketches are much more clear and legible than when I used to sketch them by hand," said Jill Graham, Senior Designer, babyGap. " As a result I`m getting more accurate, higher quality samples from our vendors that better reflect our design intentions. FB Designer also helps us hand off more accurate designs to our Technical Design Team, and reduce misinterpretation of sketches."

Mossimo Inc., designer of hip trendy clothes and accessories, uses FB Designer to create its lines, including designs for Target, which owns the exclusive U.S. rights to manufacture and sell clothes and accessories with the Mossimo label. FB Designer has revolutionized the design process at a time when innovation and speed to market determine whether brands are profitable.

" Designers face the ever-increasing challenge to be innovative and create concepts that are in tune with consumer tastes and can be delivered to market faster," said John Cestar, co-CEO and co-founder of Freeborders. " Designer has a long track record of enabling some of the world`s best-known brands to perfect their design processes and improve their competitiveness."

FB Designer enables designers and merchandisers to:
-- Improve design accuracy and minimize communication errors internally
and among trading partners with tools that allow designers to draw in
true proportion.

-- Speed future development by 20-30% by storing and reusing items or
individual components in the Stylebook library.
-- Reduce the number of approval samples required during pre-production by
ensuring vendors get detailed, annotated sketches with multiple views,
which translates into more accurate samples.
-- Increase productivity with sewn-goods specific tools: quick-mirror,
stitching, button repeat, pleats, gathers, and texture fill. Users
customize their personal workspace using color and screen orientation,
and utilize toolbars with their most frequently used features.
-- Improve collaboration with merchandising by adding colorized FB
Designer images to line sheets and storyboards.

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 350 brands and retailers globally, including Dillard`s, 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.

[Dr.Spezialist]

Welcome [Sign In] To track stocks & more, Register
Financial News
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Press Release Source: Internet Capital Group, Inc.


Internet Capital Group Announces Agreement to Issue Convertible Notes
Thursday April 1, 8:55 am ET
The Company Enters into Agreement to Secure $60 Million in Financing


WAYNE, Pa.--(BUSINESS WIRE)--April 1, 2004--Internet Capital Group, Inc. (Nasdaq:ICGE; "ICG") today announced that it has entered into an agreement for the private placement of $60 million principal amount of 5% senior convertible notes due April 2009 (the "Notes"). The Notes are convertible into ICG common stock at a conversion price of $0.4554 per share, or 120% of the weighted average stock price for the five trading days immediately prior to execution of the securities purchase agreement. The transaction, which is subject to certain closing conditions, is expected to close in May or June of 2004.
The Company will use a portion of the net proceeds to redeem the remaining $39.1 million of outstanding 5 1/2% convertible subordinated notes due December 2004. The remaining net proceeds will be used for general working capital purposes and acquisitions of interests in new and existing partner companies.

"We are extremely pleased with the terms of our private placement on several fronts," said Walter Buckley, Chairman and CEO of ICG. "It signifies a fundamental vote of confidence in the future of ICG. Moreover, the financing will allow us to satisfy our current debt obligation and gain additional flexibility in our capital structure, enabling us to fully focus our resources on maximizing the success of our partner companies and growing our overall asset value."

The securities purchase agreement provides that ICG will seek to obtain stockholder approval at its April 23, 2004 annual meeting regarding a reverse stock split of the Company`s common stock in order to maintain its Nasdaq listing. If such approval is not obtained, and the Company`s stock is not listed on Nasdaq or another national market, the note purchasers may elect not to proceed with the transaction.

Liquidity Update

Cash on an ICG corporate basis increased by $4.3 million, from $50.6 million at December 31, 2003 to $54.9 million at March 31, 2004. The March 31, 2004 balance does not include the cash proceeds of approximately $5.8 million from the sale of 1.4 million shares of Onvia.com, Inc. common stock as the trades will settle in early April.

About Internet Capital Group

Internet Capital Group, Inc. (http://www.internetcapital.com) is an information technology company actively engaged in delivering software solutions and services designed to enhance business operations by increasing efficiency, reducing costs and improving sales results. ICG operates through a network of partner companies that deliver these solutions to customers. To help drive partner company progress, ICG provides operational assistance, capital support, industry expertise, access to operational best practices, and a strategic network of business relationships. Internet Capital Group is headquartered in Wayne, Pa.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

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



--------------------------------------------------------------------------------
Contact:
Internet Capital Group, Inc., Wayne
Karen Greene, 610-727-6900
[e-mail]

[Dr.Spezialist]

ICG Commerce Extends and Expands Procurement Services Relationship With Crown Cork & Seal USA, Inc.
Monday April 12, 8:04 am ET
After a Successful 3-Year Relationship, Procurement Services Provider and Leading Manufacturer Partner for 4 More Years to Achieve Next Level of Procurement Savings


PHILADELPHIA, April 12 /PRNewswire/ -- Leading Procurement Services Provider (PSP) ICG Commerce today announced a multi-year procurement services extension and expansion with long-term customer Crown Cork & Seal USA, Inc. (Crown), a leading manufacturer of packaging products to consumer marketing companies around the world.
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Crown has a long and successful history of driving down costs across its operating business while maintaining high product quality standards. Procurement excellence has long been a top priority for Crown, and the company has worked diligently to leverage its internal expenditures in order to significantly reduce purchasing costs as part of its World Class Performance Program.

In the year 2000, Crown became one of the earliest adopters of the PSP model, selecting ICG Commerce to provide sourcing, purchase-to-pay automation and ongoing category management services for select indirect product categories. Since that time, Crown has reduced its costs by over 10% and has generated year-over-year cost improvements resulting in an additional 3-7% savings. Furthermore, the company has enhanced visibility and control of expenditures by instituting greater discipline over internal requisition and approval processes and by utilizing ICG Commerce`s purchase-to-pay platform, RealExchange(SM).

Given the increasingly challenging economic environment that many manufacturers are facing, Crown is expanding the scope of its procurement cost savings initiative to include additional commodities such as plant MRO, packaging and services like temporary labor. Crown has again engaged ICG Commerce to support this initiative, doubling the number of categories and related spend addressed by the partnership.

"In evaluating options to address this new phase of our sourcing program, it became evident that ICG Commerce is still the only partner that provides not only sourcing expertise and technology but also critical savings implementation and on-going category management services," said Edward Vesey, Senior Vice President - Procurement for Crown Cork & Seal USA, Inc. "While consultancies may provide sourcing services, what Crown needed, and has successfully experienced with ICG Commerce, is a focus that goes beyond identifying savings to ensure realization and ongoing improvement."

"We at ICG Commerce applaud Crown`s proactive approach to managing its costs and supply-base and look forward to working with the company in this next phase of what will be a seven-year partnership," said Edward H. West, chairman and CEO of ICG Commerce.

About ICG Commerce, Inc.

ICG Commerce ( www.icgcommerce.com ) is a leading Procurement Services Provider exclusively focused on helping companies buy more effectively and efficiently in order to reduce costs significantly and continuously. The company offers an unmatched combination of deep process and category expertise and leading technology to delivery Sourcing, Purchase-to-Pay Automation and Outsourcing Services. ICG Commerce, Inc., a privately held company founded in 1992, is a member of Internet Capital Group`s (Nasdaq: ICGE - News) network of partner companies and has been honored as one of Forbes` `Best of the Web: B2B,` UPSIDE Magazine`s `Hot 100` and as an iSource 100 company.

About Crown Cork & Seal USA, Inc.

Crown Cork & Seal USA, Inc., is a leader in the design, manufacturing and sale of packaging products for consumer goods. The company`s primary products include steel and aluminum cans for food, beverage and consumer products and a wide variety of metal and plastic caps, closures and dispensing systems.




--------------------------------------------------------------------------------
Source: ICG Commerce, Inc.

[Dr.Spezialist]

The Seattle Times Selects eCredit to Enhance Credit Operations
Monday April 12, 9:02 am ET
-- Leading National Newspaper Goes Live with eCredit nFusion to Automate Credit Processes --


DEDHAM, Mass., April 12 /PRNewswire/ -- eCredit, the leading provider of Web-based credit and collections automation applications, today announced that The Seattle Times has implemented the eCredit nFusion suite of applications to automate its credit processes. Looking to replace a manual credit processing structure with a more agile system to provide centralized tracking of credit performance, The Seattle Times began its implementation of nFusion earlier this year and, in a few months` time, has seen its entire credit department go live on the solution.
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The nFusion implementation contributes to the organization`s pursuit of operational excellence by creating a system in which credit decisions can be made more consistently and efficiently. Under the terms of the agreement, The Seattle Times has implemented nFusion for all analysts in the credit department initially. Because nFusion is a scalable platform on which credit operations will be managed, the company will then add more users to the system as its benefits are realized across the organization. Later this year, a phased rollout to the retail advertising sales force will take place, which will improve decision turnaround time and overall communications between the sales and credit departments.

"Using eCredit nFusion, our credit department will centralize management and control of our business credit process," said Carrie Rorem, Customer Accounting and Credit Manager at The Seattle Times. "This will enable us to gain significant process efficiencies and dramatic improvements in the consistency of credit decisions being made. eCredit nFusion will be a core element in successfully supporting the growth targets of our business to business operations."

"As one of the Pacific Northwest`s leading newspapers, The Seattle Times faces the daily challenges not only of covering the latest breaking news, but also of creating and maintaining a smoothly-running financial and operational infrastructure," said Jeff Dickerson, president of eCredit. "eCredit provides businesses like The Seattle Times with the tools they need to measure and manage business credit decisions, giving them a competitive advantage and enabling them to achieve their internal corporate objectives."

About The Seattle Times

The Seattle Times Company is a 107-year-old locally owned family business. Founded in 1896 by Alden J. Blethen, The Seattle Times is a fourth- and fifth- generation family business. The family`s flagship newspaper, The Seattle Times, is the largest daily newspaper in Washington state (605,400 readership) and the largest Sunday newspaper in the Northwest (1,098,700 readership). Other Blethen-owned newspapers in Washington are the Walla Walla Union- Bulletin, the Yakima Herald-Republic and the Issaquah Press. The company also owns Blethen Maine Newspapers and four news and information Web sites: seattletimes.com, NWclassifieds.com, NWsource.com, and MaineToday.com. More company information, including links to affiliate newspaper Web sites, is available at seattletimescompany.com.

About nFusion

eCredit nFusion is the most comprehensive Web-based credit and collections automation suite of applications available today. The nFusion suite offers credit and collections modules which can be utilized by themselves, or in a completely integrated and seamless environment. As a result, nFusion combines the power of credit decision automation, portfolio and customer risk analysis, and scoring with workflow management capabilities and collections automation features to streamline the financial value chain. As the only solution available today to truly integrate both collections and credit functionality, nFusion offers breakthrough advancements to improve business credit decision processes, reduce costs, optimize risk exposure, improve revenues, reduce DSO, accelerate cash flow and improve productivity.

About eCredit.com

Since 1993, eCredit.com has delivered credit risk management and collections software and services to Fortune 1000 companies and financial institutions. The Company improves credit and collections decision-making practices to deliver process efficiencies, optimized risk management, reduced operating costs, and increased revenues. Included among the Company`s customers are ChevronTexaco, Cisco, CIT Group, Sun Microsystems, and Ryder System, Inc. Headquartered in Dedham, Massachusetts, eCredit is an Internet Capital Group (Nasdaq: ICGE - News) partner company with additional venture backing from Apex Venture Partners and Sterling Venture Partners. For additional information, visit eCredit on the Web at http://www.ecredit.com.

Press Contacts
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eCredit.com
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Christiaan Vorkink
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Source: eCredit.com