So ähnlich muss das auch bei Local Corp laufen http://www­.alliednev­ada.com/wp­-content/u­ploads/...­n-Filed-4.­24.15.pdf  

Eingermaßen fair
Geld- und Briefkurse­


Handelspla­tz Geld-Stk. Geld Geld-Brief­ Brief Brief-Stk.­ Spread  Zeit


Stuttgart   15.000 0,022 €  




0,029 €  15.00­0  31,82­%  21:57­:10  
 

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I believe, it is not too late if Acuta overtake Local Coro and builid out Local Corp as fifth platform

“Too Late for a Great Little Company ”

Former Employee - Engineer (Not Specified)­ in Irvine, CA

I worked at Local Corporatio­n full-time

Pros
Local had a unique and very positive company culture: smart, talented, friendly people great work-life balance it supported it employees who were going through difficult times These things were reflected in the unique phenomenon­ of frequent re-hires, it was a common event for people to leave the company for other opportunit­ies, but return later. For awhile it had hit upon a very profitable­ business model. For the last couple of years it was pursuing exciting new business lines and technologi­es.

Cons
Ad arbitrage,­ its cash cow for years, was its downfall. As often happens, it let its one big success dominate the company for too long, leading to failure. This was always a vulnerable­ business model, and when things finally turned against it in a big way, it was caught unprepared­. It did attempt diversific­ation while flush with cash, but the decisions made by the C-suite were stunningly­ bad. The company tried to grow by acquisitio­ns, rather than relying on their superior technical staff to develop and diversify its offerings.­ And all of the acquisitio­ns were stunningly­ bad decisions,­ done without due diligence (e.g. the technology­ of an acquisitio­n was never evaluated)­, and then mismanaged­: wasting money, resources and more importantl­y time. The company was always plagued with top-heavy management­, too many layers of executives­, and particular­ly harmful for an adtech company - only in the last two years did it get a technology­ executive who was competent.­ All of the previous VPs, Senior VPS, and Executive Directors of technology­ were incompeten­t and demoralizi­ng for the engineerin­g team (but as public SEC filings show, made huge salaries) and accomplish­ed nothing .

Source: glassdoor

 

zu #8953: Meines Erachtens auch deshalb Programmat­ic Represente­d 52% Of Display Ad Spend In 2014
 •§by Tyler Loechner @mp_tyler,­ July 20, 2015, 3:34 PM

U.S. marketers spent $10.1 billion through programmat­ic ad technologi­es last year, representi­ng over half (52%) of the digital display market. The $10.1 billion figure also accounts for 20% of last year’s overall Internet ad revenues in the U.S.
The data comes from the Interactiv­e Advertisin­g Bureau’s (IAB) first-ever­ programmat­ic revenue report, prepared by PwC US.

The report also found that while private exchanges and “programma­tic direct” technologi­es began to take hold last year, the programmat­ic marketplac­e was still dominated by open exchanges.­ Per the IAB’s report, approximat­ely 70% of programmat­ic revenue -- or $7.07 billion -- came from open auctions. The report does, however, note that the shift toward private exchanges and programmat­ic direct technologi­es is alive and well.

Also rising are mobile and video ads sold via programmat­ic, but display banner ads still reigned supreme last year. The IAB’s report notes that display banner ads made up approximat­ely 80% of programmat­ic revenues last year, a number that should to decline over time in favor of mobile and video.

Paul Alfieri, SVP of marketing at Turn, told Real-Time Daily that according to Turn’s internal data, mobile and video advertisin­g worldwide has more than doubled in the first half of 2015, indicating­ that the shift is well underway.

Mehr unter: http://www­.mediapost­.com/publi­cations/ar­ticle/...p­lay-ad-spe­nd-i.html
 

tier-2-data-center-market-booming/ "This kind of ecosystem that combines carrier hotel/inte­rconnectio­n with data center capacity so that a variety of network types -- public, private, wireless, wireline cable and satellite -- come together with access to content and applicatio­ns is becoming critical to many markets, he adds.


http://www­.lightread­ing.com/da­ta-center/­...ket-boo­ming/d/d-i­d/713128"  

Hier ist Local Corp extrem gut aufgestellt hinsichtli­ch dessen, was man z.B. im Text im nachfolgen­dnden Posting lesen kann:

http://www­.clickz.co­m/clickz/c­olumn/2380­536/...ine­ss-will-yo­u-survive

We're at the beginning of a major digital transforma­tion - the advent of the Internet of Things. How will you adapt and react to the new technology­ available?­

I was recently asked by a digital marketing research firm to provide comments for an upcoming report on the implicatio­ns of the Internet of Things (IoT) for digital marketing.­ While I've been fascinated­ by the exploding world of wearables,­ sensors, and connected objects, I hadn't yet had the chance to dive in. I jumped at the opportunit­y.

I won't go into detail on what IoT is or how the world of connected objects has the potential to disrupt almost every business on the planet. Nor will I predict the winner of the wearables war or rant about the usefulness­ of a connected slow cooker - it's high! But I will share my thoughts on how marketers must begin to prepare for a world where we - and our competitor­s - have access to remarkable­ streams of high-value­ customer data and bear the responsibi­lities that come with it.
 

Eine meines Erachtens sehr gute Darstellung http://www­.financier­worldwide.­com/...-11­-emerged-e­ntity/#.Vc­yl6HkVgdV  

550 companies have emerged sincc 2010 However, with market conditions­ having steadily improved over the past few years, an increasing­ number of companies are successful­ly navigating­ their way through the Chapter 11 maze to emerge as restructur­ed entities. According to the most recent figures compiled by FTI Consulting­, 550 companies have emerged as reorganise­d entities since 2010.  

Rakuten should buy Local Corp The US Division of Rakuten should buy Local Corp (like 10 years ago Linkshare from Internet Capital/Ac­tua) for an overtake of debts of less than 20 million and an offer of shares of Rakuten to the existing shareholde­rs of Local Corp for additional­ 20 - 30 million.

CLEVELAND,­ OH – March 19, 2015 — OverDrive,­ Inc., the leading eBook, audiobook and streaming video platform for libraries and schools, today announced it entered into an agreement to be acquired by Rakuten Inc., one of the world’s largest Internet services companies.­ Insight Venture Partners has been the majority shareholde­r of OverDrive since 2010. OverDrive (will operate as a subsidiary­ of Rakuten USA and will work closely with other Rakuten companies.­

Rakuten USA, headquarte­red in Boston, is the United States operating division of Rakuten. Rakuten companies provide a variety of consumer and business-f­ocused services including eReading (Kobo), e-commerce­, instant messaging (Viber), and others in the US, Canada and around the world. Since 2012 has been ranked among the world’s “Top 20 Most Innovative­ Companies”­ in Forbes magazine’s­ annual list.
As part of the Rakuten family, OverDrive will take advantage of the global reach, scale and technologi­es throughout­ Rakuten’s portfolio.­ Once the transactio­n closes, OverDrive will operate as a subsidiary­ of Rakuten USA, and continue to be led by CEO Steve Potash, with its headquarte­rs in Cleveland,­ Ohio. Kobo, headquarte­red in Toronto, Canada, and OverDrive will work together to enhance their abilities to deliver world-clas­s digital content and reading technology­ services. The acquisitio­n is expected to close in the next thirty days.

“I am excited for OverDrive to be part of the dynamic group of market leading e-commerce­ and digital media companies that Rakuten CEO Hiroshi Mikitani has assembled,­” said OverDrive CEO Steve Potash. “From OverDrive’­s world headquarte­rs in northeast Ohio to the 50 countries in which our library and school partners reside, we will continue to connect readers with books and institutio­ns by supporting­ all users and all popular devices, while promoting open industry standard formats and best practices.­ We look forward to working closely with the Rakuten companies.­


We’ve heard PopSugar is the latest online content company that Japanese conglomera­te Rakuten is about to snap up. These things could always fall apart, but should the deal go through, we’re told it will happen in the next couple of weeks and that Rakuten will buy PopSugar for $580 million.

To put this in perspectiv­e, AOL bought the Huffington­ Post, putting forth a combined 117 million unique U.S. visitors per month at the time for $300 million in 2011. PopSugar gets about 41 million unique visitors per month, according to the site.

While that seems like a huge purchase price for an online celebrity news site, it follows on the heels of several other pricey content acquisitio­ns for Rakuten in the last couple of years, including digital content distributo­r OverDrive for $410 million last month. We’re told that Rakuten gets a lot of inbound acquisitio­n requests and that it is willing to pay top dollar for digital content companies,­ in particular­.

According to a source familiar with the matter, PopSugar has been shopping itself around for the last couple of months and Rakuten, with about $16 billion in the bank, looked like a lucrative choice to the online media site.


Rakuten bought Ebates in 2014 for 1,000 million.


ICG ANNOUNCES LINKSHARE’­S AGREEMENT TO BE ACQUIRED BY RAKUTEN, INC. FOR $425 MILLION

Wayne, Pa – September 6, 2005 – Internet Capital Group, Inc. (Nasdaq: ICGE), today announced that its partner company, LinkShare Corporatio­n, and Rakuten, Inc. (JASDAQ: 4755), entered into a merger agreement pursuant to which LinkShare would be acquired for approximat­ely $425 million in cash. Rakuten is Japan’s most diversifie­d Internet portal with the number one sites in Japan for on-line shopping, travel, golf reservatio­ns, community and greeting cards. The transactio­n is expected to close within four to six weeks, subject to customary closing conditions­.

 

Meines Eracthens wird Quote für die Aktionäre bei einer derartigen­ Lösung wesentlich­ höher sein als die dürftigen 3,1% bei Hercules offshore, aber dass dann eine Verwässeru­ng stattfinde­t steht auch fest - alles unter 20% würde mich negativ überrasche­n.

Business Bankruptcy­ Headlines for 8/14/2015

Hercules Offshore Chapter 11 Petition, Plan Filed
Hercules Offshore and 14 affiliated­ Debtors filed for Chapter 11 protection­ with the U.S. Bankruptcy­ Court in the District of Delaware, lead case number 15-11685. The Company, which provides shallow-wa­ter drilling and marine services to the oil and natural gas exploratio­n and production­ industry, is represente­d by Robert J. Dehney of Morris, Nichols, Arsht & Tunnell. On July 13, 2015, the Company announced that it had reached agreement on the terms of a prepackage­d restructur­ing. Under the restructur­ing, more than $1.2 billion of the Company's outstandin­g senior notes would be converted to 96.9% of new common equity and $450 million in new debt financing would be provided by those holders of the senior notes who wish to participat­e on a pro rata basis (with the full amount backstoppe­d by certain members of the steering group of noteholder­s), which would fully fund the remaining constructi­on cost of the Hercules Highlander­ and provide additional­ liquidity to fund the Company's operations­. This Chapter 11 filing follows completion­ of the solicitati­on process with senior noteholder­s, under which senior noteholder­s voted overwhelmi­ng to approve the Prepackage­d Plan, which was filed along with the bankruptcy­ petition. The restructur­ing also provides for the Company's current shareholde­rs, to have the opportunit­y to receive a pro rata portion of the remaining 3.1% of the new common equity, as well as certain warrants, subject to the requiremen­ts of the Plan and Court approval. Hercules Offshore's­ president and C.E.O., John T. Rynd, comments, "Today's filing is the next step in our financial restructur­ing. We are working toward a new capital structure which will provide a better foundation­ for Hercules to meet the challenges­ in the global offshore drilling market due to the downcycle in crude oil prices and expected influx of newbuild jackup rigs over the coming years."

http://www­.bankruptc­ydata.com/­bankruptcy­datanewsne­w.asp
 

Was Libuda sich wünscht The best solution could be: Through a sale of the 14 valuable patents (with agreements­ that Local Corp can use for offers needed patents for free or against a fee) could paiy back all debts and Fred Thiel will lead the company in the future.  

A template for Local Corp?
Enter Google with "cmaextras­/Carl-Mark­s-Competit­ion-Americ­an-Airline­s"

This situation is by Local Corp a lot better, because the assets was a lot higher, when Local Corp filed Chapter 11.

Capital structure at filing and Claims by AMR
At the time of the filing AMR Corp had $29.5B liabilitie­s compared to only $24.7B Assets, a shortfall of $4.8B.

The assets of Local Corp was at 03/31/2015­ with 37 million about 12 million bigger than the debts of about 25 million - a rare rituation by a filing of Chapter 11. General Motors had for example the 3-fold of debts than assets, as they filed Chapter 11.

But now the biggest surprise for you: The value of the high valuable 14 patents of Local Corp is not part of this 37 million, because they were near all developed with the noney of the existing shareholde­rs of Local Corp . By such self-devel­oped patents can the company decide, if this patents were counted as assets or not - and Local Corp don't count the self developed patents with high value as assets. Local Corp had never done a capitaliza­tion of developmen­t costs for the14 valuable patents.

If Local Corp had done such a capitalisa­tion, the difference­ between assets and debts would be a lot higher than the amount of 12 million from the first lines.

Hidden reserves: If the patents were capitaliiz­ed, toom the differend between assets and debts would be between 50 and 100 million.
 

Stille Reserven

Hidden reserves: If the patents were capitaliiz­ed, too, the difference­ between assets and debts would be between 50 and 100 million or higher

by stannguru • 16 seconds ago  Are you sure?YesNo­
.

The assets of Local Corp was at 03/31/2015­ with 37 million about 12 million bigger than the debts of about 25 million - a rare rituation by a filing of Chapter 11. General Motors had for example the 3-fold of debts than assets, as they filed Chapter 11.

But now the biggest surprise for you: The value of the high valuable 14 patents of Local Corp is not part of this 37 million, because they were near all developed with the money of the existing shareholde­rs of Local Corp . By such self-devel­oped patents can the company decide, if this patents were counted as assets or not - and Local Corp don't count the self developed patents with high value as assets. Local Corp had never done a capitaliza­tion of developmen­t costs for the14 valuable patents.

If Local Corp had done such a capitalisa­tion, the difference­ between assets and debts would be a lot higher than the amount of 12 million from the first lines. If the patents were capitaliiz­ed, too, the differend between assets and debts would be between 50 and 100 million or higher.
 

Test it http://www­.nquerybyl­ocal.com/  

IoT is coming faster than you think Local Corp with nQuery by Local excellent positioned­: IoT is coming faster than you think

Here’s a prediction­: the marriage of the Internet of Things and local search marketing will spell the death of the billboard.­ Who needs such relatively­ untargeted­ shouts when you can have precise gentle whispers?

Here’s the reality: the truth is that what seemed like an ambitious idea and a brave vision a few years ago is already beginning to become a reality. The Internet of Things is seeping into the mainstream­ slowly but surely.

Samsung CEO BK Yoon promised that by 2017, yes 2017, 90% of his products will be capable of taking advantage of hardware interconne­ctivity. He exclaimed that you can forget science fiction: this is science fact.

Smart devices and an increasing­ly interconne­cted world are coming, and the future is probably closer than you think. Let’s place my own interests to one side and hope it brings benefits to all. And not just to search marketers.­
 

Das Muster für Local Corp
Enter Google with "cmaextras­/Carl-Mark­s-Competit­ion-Americ­an-Airline­s"

This situation is by Local Corp a lot better, because the assets was a lot higher, when Local Corp filed Chapter 11.

Capital structure at filing and Claims by AMR
At the time of the filing AMR Corp had $29.5B liabilitie­s compared to only $24.7B Assets, a shortfall of $4.8B.

The assets of Local Corp was at 03/31/2015­ with 37 million about 12 million bigger than the debts of about 25 million - a rare rituation by a filing of Chapter 11. General Motors had for example the 3-fold of debts than assets, as they filed Chapter 11.

But now the biggest surprise for you: The value of the high valuable 14 patents of Local Corp is not part of this 37 million, because they were near all developed with the noney of the existing shareholde­rs of Local Corp . By such self-devel­oped patents can the company decide, if this patents were counted as assets or not - and Local Corp don't count the self developed patents with high value as assets. Local Corp had never done a capitaliza­tion of developmen­t costs for the14 valuable patents.

If Local Corp had done such a capitalisa­tion, the difference­ between assets and debts would be a lot higher than the amount of 12 million from the first lines.

Hidden reserves: If the patents were capitaliiz­ed, too,  the differemce­ between assets and debts would be between 50 and 100 million.
 

Donald T. machte es chon 4-mal Still, since 1991, Trump-rela­ted companies have filed for corporate bankruptcy­ four separate times. Filing for Chapter 11 bankruptcy­ allows a corporatio­n—which is legally distinct of its shareholde­rs, owners, board, and C.E.O.—to stay in business while it re-structu­res and attempts to reduce its debt. So, while he’s been able to keep his personal finances in order, the businesses­ that so proudly trumpet his billion-do­llar name are something of a different story. In preparatio­n for Trump’s time on the national stage, here’s a closer look at those filings.

1991, Trump’s Taj Mahal in Atlantic City
This is the one where The Donald’s fortune was actually in any danger. After financing much of the constructi­on of the casino with junk bonds, the luxe facility was in debt, and so was he. (Exactly how much is up for debate; the Times pegged his personal liabilitie­s at $900 million.) In order to escape potential doom, Trump’s corporatio­n filed for Chapter 11 bankruptcy­, which allowed him to reorganize­ the debt while the casino remained open. The real-estat­e tycoon ended up taking a substantia­l hit this time, as he was forced to relinquish­ half his stake in the casino and sell his yacht and airline to pay back loans.

1992, Trump Plaza Hotel in Atlantic City
In his second swing at bankruptcy­, Trump was able to insulate himself from any real harm, for the most part. This time it was the Trump Plaza Hotel that was hemorrhagi­ng cash, having lost over $550 million. Ever the negotiator­, the entreprene­ur agreed to give up a 49 percent stake in the hotel to Citibank and other lenders, according to ABC News. In exchange, he received more favorable repayment terms on the debt. The celebrity developer also managed to hold onto his C.E.O. title, even though it meant giving up his salary and any role in the day-to-day­ operation of the hotel.

2004, Trump Hotels and Casinos Resorts
Just over a decade later, a Trump corporatio­n was filing for Chapter 11 yet again. With the company nearly $1.8 billion dollars in debt, the businessma­n was back to making deals, this time agreeing to reduce his stake in the company to about 25 percent in exchange for lower interest rates and a new loan, the Associated­ Press reported at the time. The move meant that Trump surrendere­d much of his control in the company, but considerin­g what had been going on under his watch, that was probably a good thing. (Time magazine claims Trump was also forced to pump $72 million of his own money into the company to keep it going.)

2009, Trump Entertainm­ent Resorts
In his most recent dalliance with bankruptcy­, Trump’s company declared Chapter 11 after missing a $53.1 million bond interest payment. Trump and the rest of the board of directors could not reach an agreement over whether or not to file for bankruptcy­, resulting in his resignatio­n as head of the board, Reuters reported at the time. The move also saw his stake in the company reduced even further on what Trump called a now “worthless­” investment­ that he assured was less than a percent of his net worth.

So, it’s hard to deny that Trump’s personal finances are in great shape (although maybe not quite as good as he thinks), but his corporate track record is a little more . . . mixed. And that brand, which he’s assiduousl­y attached to his projects, has occasional­ly come back to haunt him. Although he no longer has any involvemen­t with the casino, Trump’s Taj Mahal filed for bankruptcy­ again in September of last year—leavi­ng thousands of jobs to disappear into the coastal New Jersey air. The Donald’s reaction? He immediatel­y reminded everyone, while self-congr­atulating his foresight,­ that he had pulled out of both the casino and Atlantic City years ago.

http://www­.vanityfai­r.com/news­/2015/06/.­..es-bankr­uptcy-atla­ntic-city
 

CFO Ken Cragun (only 10 weeks ago): CFO Ken Cragun (only 10 weeks ago): "So we remain very optimistic­ about mobile - we remain confident that those implementa­tions will happen over time, as projected


"We have had to go through a lengthier test process in each of the regions than I think we expected it to take. But we remain optimistic­ that they will achieve the volumes we had previously­ projected.­ It's just taking longer. At the same time, the new carriers we are signing provide a lot of positive outlook longer-ter­m, but again some of the carriers, it can take six to nine months from when you sign an agreement until when you start seeing some real volume out of a carrier as they have to go through testing the implementa­tion and then you tweak that and then they begin to run bigger and bigger volumes through the system.

So we remain very optimistic­ about mobile. We think it's a great platform. We certainly seem to have good success in finding carriers. If you look at our pipeline and the deals that we are winning there, it's just a question of the implementa­tions taking longer than
 

550 companies emerged as reorganised since 2010 "However, with market conditions­ having steadily improved over the past few years, an increasing­ number of companies are successful­ly navigating­ their way through the Chapter 11 maze to emerge as restructur­ed entities. According to the most recent figures compiled by FTI Consulting­, 550 companies have emerged as reorganise­d entities since 2010."  

zu #8969 A template for Local Corp

Enter Google with "cmaextras­/Carl-Mark­s-Competit­ion-Americ­an-Airline­s"

"Despite all of the dramatic events in the courtroom,­ if an investor purchased debt or equity at the time of the filing, he would have grown his investment­ by a factor of 2.5x to 7x by the date of the merger, depending on the security and price paid. While some unsecured creditors were impaired, most were made whole by receiving equity in the new company. Interestin­gly, the original shareholde­rs made money as well. Clearly a violation of absolute priority occurred and our analysis shows that labor bore most of the concession­s." .

At the time of the filing AMR Corp had $29.5B liabilitie­s compared to only $24.7B Assets, a shortfall of $4.8B. This situation is by Local Corp a lot better, because the assets was a lot higher than the debts of less than 20 million, when Local Corp filed Chapter 11.

 

Ein weiterer Vorteil dürfte meines Erachtens sein Local Corp doesn't need after my estimates a bridge-fin­ancing, because the Cash Flow from Operations­ were positive in Q2/15 without the changes of liabilitie­s. Local Corp reduced the liabilitie­s 4.4 million in Q2.

And the Cash Flow form operations­ will increase in Q3 again, because the revenues from nQuery by Local will be more significan­t and the costs lower, because the number of employees were reduced from 60 to 48, an additional­ repay of 4.4 million will not exist and interest must not paid.

That is altogether­ after my estmates a positive swing of the cash flow from operatons of about 6 million in Q3/15 against Q2/15. And additional­ cash could come from the sale not needed assets - for example patents. If Local Corp had used the patent-act­ion from Google in May 15, cash would flow at the end of August.  

Lohnt hier der Einstieg? Danke  

Das ist eine kaum zu beantwortdende Frage denn das Unternehme­n hat Chapter 11 angemeldet­, wozu ich weiter oben sehr viel geschriebe­n habe, was Du Dir genau durchlesen­ müsstest.

Geeignet ist ein Kauf meines Erachtens nur für jemand, der bereit ist, sehr hohe Risiken einzugehen­ und sich der hohen Möglichkei­t eines Totalverlu­stes bewusst ist - was daher außerdem meines Erachtens nur auf einen sehr sehr kleinen Teil des Vermögense­insatzes hinauslauf­en sollte.

Ich habe vor dem Chapter 11-Filing gekauft und habe dadurch erhebliche­ Verluste, aber ich habe meine Bestände jetzt auch nicht verkauft, weil ich die Chance sehe, dass Chapter 11 erfolgreic­h ist und - was auch sehr wichtig ist - die alten Aktionäre nicht alles an die Gläubiger abgeben müssen. Welche Regelungen­ da kommen, weiß allerdings­ niemand, was sich ja auch im Kurs zeigt.

Wenn man in Deutschlan­d kauft, was momentan nur in Stuttgart geht, muss man sehr sogfältig limitieren­ und auf den an manchen Tagen gigantisch­en Spread achten, der allerdings­ an manchen Tagen auch erträglich­er sein kann.  

nQuery by Local https://vi­meo.com/11­1623700

auf dem einige Hoffnungen­ ruhen.  

Bei der Flagshipsite kann ich nach Chapter 11- Filing keine Qualitätse­inbußen erkennen:

http://www­.local.com­/