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Everyone who is getting nervous...Look at the Bollinger bands and the previous trends when the pps started riding the upper bolly...The PPS closed above the upper Bolly yesterday and is bouncing off of it today...This is just the beginning of the next leg up and each time the leg gets longer!!! RSI only at 63 so plenty of room for a nice long run!!!
http://stockcharts.com/h-sc/ui?s=ICPA&p=D&b=5&g=0&id=p29442651519
How does it prove that?
Thank you good sir...I'd like to add Honor, integrity and personal courage to that list that never gets outdated as well.
LOL...That's one of the greatest compliments I've ever received. Thanks Kapla!!!
I guess it's all about what you believe in.
I wish...I always said I was born 150-200 years too late. Would have enjoyed the Lewis and Clark Expedition or even hanging with Samuel Clemens on his adventures. Too many people in the world for me these days.
But, I enjoy Mark Twain's wit and the simplicity in his logic. Society could use a little of that these days.
Guys, this here post is AWESOME NEWS for the longs here...Anytime you see a prediction by this one, always bet the opposite and 9 times out of 10 you'll come out on top.
Well, if I was getting paid for my humor it might improve
Hey, there has to be a little humor and excitement of Mark Twain to counter the doom and gloom of Edgar Allan Poe
But somehow, me thinks you missed me point lad
LOL...They should have hired Stockmaniac if they wanted cheap advice.
Kind of a premature assessment, no?
Wasn't Iriqouis Capital one of the "Selling Stockholders" from last year's offering?
http://sec.edgar-online.com/atrinsic-inc/s-3a-securities-registration-statement-simplified-form/2011/09/29/section11.aspx
Who knows...Supply and demand rules and what better way to promote a new technology than to create a demand...But really I was making the connection to the fact that Zappos was linked to the Flame Malware Wikipedia page and the fact that whomever hacked Zappos gained access to 24 million client's information. Just another coincidence that Zappos hired Atrinsic only 2 months after that incident?
Looking at the footnotes on the Flame Malware Wikipedia site and this was associated...Remember Zappos??? An Atrinsic client!!!
http://en.wikipedia.org/wiki/Zappos.com#2012_hacking_incident
KEY WORD!!!!!!!!!!!!!!!!!!!!!
LOL...Could it REALLY be that easy? Could explain a whole lot of the current circumstances...including the "winding down" of the agency business. Why would they need it if they are selling technology to the government!
As I was listening to the radio about the malware, it just struck a chord with me...and I though, that sure sounds like an Emanuel Krassenstein product. haha
Was listening to the radio this weekend on my canoe trip and overheard a commentary that lasted about 4 hours about a computer virus program called stuxnet and another called Flame Malware. With what we know about Krassenstein and the Skype connection, Kazaa and the P2P and past propensity to distribute Malware, Bermeister's connection to Cocoon Data/Covata and Personal Web ...what do you guys think of this?
You too bro...As I said before, I'm upside down enough now that selling now would be pointless so I choose to be positive, and as Jade said earlier...I've already accepted that I may lose my investment here. I still do not believe that, but I've accepted it in the beginning so the risk is ok for me at this point. In other words, the little money I could salvage if I sold at a loss isn't worth the heartache I'd suffer if this goes beyond my average price and I could have profited. I'd be sick to my stomach...as it stands now, I'm over losing my money.
Awww man...Was hoping you'd ride this train to the final stop with us. Just pretend it's a hockey puck. At some point, it's got to go back to the other end of the ice. But your reasoning is exactly why I just left my computer alone and walked away for 4 days to the river...it was very nice and NOT ONCE did I think about checking my stocks. So glad I'm mobile illiterate and haven't joined the bandwagon of mobile internet use.
LOL...Oh yeah, absolutely looking good. I just noticed your profile pic.
Ahhhh...Thanks for clarifying
LOL...Yeah, I'm confused too. Don't he need to go feed his dogs or somethin?
Gosh, I don't know what I would do if I didn't have all this sage advice from the BK corner
Holding tight to my shares...call me stupid
BEST AND MOST COMMON SENSE POST OF THE DAY!!!! MEMBER MARK FOR YOU!!!
And BTW, if they go BK don't you know the creditors will be asking this question (Among many others)...
"Why in the world were you spending my money sending David Rifkin to Florida to attend the Search Insider Summit on Captiva Island?"
Qustion from Jade...
I find it interesting that the last two times that someone contacted Atrinsic and told news was forthcoming, both times we received cheap PRs on PRWEB that left the door wide open to possible meaning.
I figure more like 88%...But I'm usually only right like 50% of the time so if you take the mean of 88% and 50%, your 68% is pretty darn close!!!
In contrast, most of the information I've read in relation to Chief Restructuring Officers leads one to believe that they are usually brought on in lieu of filing for bankruptcy to help get the company back on track...either financially or operationally.
EXCELLENT READ!!!
http://www.alixpartners.com/en/WhatWeThink/General/DistressedMASuccessItsAllaboutIntegration.aspx
Distressed M&A Success
It's All about Integration
By Heike Munro, Managing Director, AlixPartners and Dr. Stefan Ohl, Managing Director, AlixPartners
Every major acquisition forces management teams out of their comfort zone, but takeovers of distressed companies can test even the most experienced manager's expertise. Characterised by time-critical processes and a limited circle of potential buyers, these transactions benefit from an integrated approach that marries a heightened focus on due diligence, financing and structuring with a concentration on operational efficiency.
THE EXCEPTION IS BECOMING THE NORM
The number of distressed M&A deals has risen significantly in the last few years, which is not surprising given the crisis years of 2008 and 2009. And according to our forecasts, global M&A activity should increase significantly this year, especially in sectors that have enjoyed a strong economic recovery in recent months, including the automotive, mechanical engineering and chemicals industries. At the same time, we are also seeing growing M&A activity in secondary restructuring, which is permanently changing the capital and property structure in this market.
DUE DILIGENCE IS JUST THE BEGINNING
A successful restructuring requires careful preparation across a wide range of areas, from valuation and financing of acquisitions to the creation of an integration and business plan that anticipates and exploits potential synergies. Potential acquirers should conduct a comprehensive feasibility study of the restructuring process as well as a full investment evaluation that takes into account all the restructuring cost and external financing required. In this way, buyers of insolvent or crisis-ridden companies will be armed with the crucial information that can significantly impact the financing and structuring of the transaction.
INSOLVENCY ACQUISITION
For any potential buyer of an insolvent company, the first priority is to conduct a thorough evaluation of the risks involved in the transaction. The scope of the remaining liabilities for the insolvency administrator must also be assessed, as well as the lasting effects insolvency may have on the target company. Once assessed, these effects can be mitigated where possible and/or factored into the purchase price. It's important to note that the fallout from an insolvency is invariably hard to quantify accurately, and the fact that the insolvency administrator, in practice, may not give contractual guarantees in this area can make this pricing process extremely difficult for the buyer. Therefore, the best solution is often to negotiate a credit extension with the existing third party investors on a regular basis.
SOLUTIONS FIRST
The buyer's due diligence process should focus on a realistic provision for both short and long-term liquidity requirements. Important insights can also be gained through a detailed analysis of the causes leading to the company's past problems. This analysis should include an accurate description of past and present market trends, comprehensive research into the underlying causes of weakened competitiveness, and an examination of any shortfalls in internal leadership or management process. The due diligence process should also, of course, cover standard purchase risks such as "Material Adverse Change" (MAC) and "Change of Control" (COC) clauses.
THE ROLE OF THE BANKS
In any transaction, buyers should be well-informed about their key negotiating partners. In distressed transactions, these partners are more likely to be banks than shareholders. When a company's value barely covers its bank liabilities, banks decide on the viability and financing of the transaction. This means that the size of the offer is not necessarily the only criterion determining the purchase price. The purchase price structure will need to be flexible enough to accommodate earn-outs and other elements of value, such as debtor warrants and Profit Participating Loans (PPLs), for the buyer's purchaseprice expectations to be compatible with the creditors' value adjustment issues. While the preservation of jobs and premises are important factors for those selling an insolvent company, greater priority is typically given to the prospects for the organisation's future commercial success. This is largely because many such transactions are financed by existing lenders. These lenders expect a robust business plan, a workable strategy, and an independent assessment of the chances of its successful implementation.
INTEGRATION AND RESTRUCTURING "FROM A SINGLE SOURCE"
Once the purchase has been completed and the "first 100 days" period has begun, the focus turns to stabilising and restructuring the newly acquired company. At this stage, large company divisions that require restructuring should be compartmentalised until all essential restructuring measures have been completed. If management capacity allows it, business units unaffected by the restructuring activity can be merged concurrently with this process. It is crucial that managers avoid the temptation to conduct a comprehensive integration exercise before they have solved urgent problems. Failure to do so risks spreading hidden problems – or, worse, "infecting" operationally healthy processes and business units. The integration process for distressed mergers is different from the integration process for "healthy" ones. Distressed mergers are not "mergers among equals" but rather transactions driven by the buyer. The acquiring company will make integration decisions and will likely fill key posts with its own managers.However, buyers must remember that the future effectiveness of the organisation is the ultimate goal and should make efforts to identify, inform, and incentivise qualified candidates from the target company as well.
THE BENEFIT OF EXPERIENCE
In the post-merger integration of distressed companies, cash and financing issues as well as operational concerns are critically important. Often, management teams realise they lack the necessary expertise or time to focus on restructuring efforts while also running the day-to-day operations of the company, and so they recruit specialists to form an experienced, interdisciplinary task force led by a chief restructuring officer (CRO) or a chief integration officer (CIO) in the restructuring phase. These individuals can make the appropriate decisions quickly to stabilise battered divisions and provide stakeholders with the confidence and security they need.
ADVICE FOR SUCCESSFUL PRE-MERGER AND POST-MERGER INTEGRATION
Keep daily business running smoothly Key customers and collaborators must be specifically targeted amid the process - otherwise problems will arise.
Work begins with the "signing" Transactions are at their most sensitive during the period between "signing" and "closing". This is the time to prepare for integration.
"Follow the money" The entire integration process must focus on the strategic rationale and the financial value levers of the transaction. (Most transactions fail not because of a bad purchase decision, but because of poor execution.
Make and implement decisions quickly The new organisational structure for the top three levels should be established by Day One in order to avoid unrest in the organisation.
No compromises in staff appointments Management and staff should be selected according to their capabilities and their relationships within the company; in cases of doubt the latter can be even more important.
Sustainable change through business content Change management should be a key part of the daily work of integration rather than a separate process.
Focus on the future Rather than explaining the differences between the new and old organisations, focus on the creation of a new, joint reality.
Lead - don't delegate Senior management should lead by example and demonstrate authenticity by living up to the core values they promote.
Communicate, Communicate, Communicate
You can never communicate enough - however, the core messages must always be credible and free of contradictions.
LESSONS LEARNED
Before the takeover, the target company's short and medium-term liquidity requirements must be defined. For distressed companies, these requirements are often higher than anticipated.
Decisions must be made quickly and pragmatically with a sharp focus on the relevant levers. Problems must be detected and dealt with quickly. Rapidly defining and implementing effective solutions are more important than conducting an overly detailed analysis of the root cause. "Blame culture" must be eliminated.
Management teams should be reoriented and – if necessary – quickly changed.
During the integration phase, any changes made should be closely linked to daily business activities rather than treated as a separate "project".
The company management team must demonstrate strong leadership. Only if the top tier leads by example can the necessary changes be introduced into the entire organisation via middle management.
Finally, there are no "cookie-cutter" solutions for distressed PMIs. The ultimate key to success is the rapid deployment of solutions focused on specific situations, as well as the courage to act decisively when crunch-time comes around.
BTW, I wonder WHO appointed Mr. Giordano as CRO???
Possibly these guys?
http://www.apcl.com/apcl-content.php?article=Content/CMT&pageid=47&parent=21
Where do you get that a CRO typically means Chapter 11? Do you have any links to back that up?
NOT LIKELY!
Awesome news!!!!
For those that still doubt the awesomeness of the news, here's something for you to chew on.
Sebastian Giordano Linkedin
http://www.linkedin.com/profile/view?id=8689404&authType=NAME_SEARCH&authToken=OEa1&locale=en_US&srchid=eda0f59c-cfe7-4a39-bcd9-edd43340e7d9-0&srchindex=1&srchtotal=2&goback=%2Efps_PBCK_*1_Sebastian_Giordano_*1_*1_*1_*1_*2_*1_Y_*1_*1_*1_false_1_R_*1_*51_*1_*51_true_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2&pvs=ps&trk=pp_profile_name_link
EXPERIENCE
Mergers & Acquisitions -
Evaluated over 100 target acquisitions, completing nearly 40% of transactions. Identified targets, due diligence, negotiation, documentation, financing & integration.
Capital Raising -
Raised over $250 Million in all forms of equity and debt. Private placements, IPO, PIPEs, real estate, & franchise financing. Business plan development, financing document preparation, financial modeling, due diligence, investor & lender presentations & identifying financing sources.
Business Development -
Secured multi-million dollar sales, strategic alliances and promotional partnerships with numerous Fortune 500 companies.
Turnaround -
Spearheaded successful reorganization of numerous turnaround situations and companies on verge of, or in, Chapter 11, most resulting in leading companies back to profitability, or a sale.
Franchising -
Co-authored four Uniform Franchise Offering Circulars. Sold franchises. Prototyped new franchise locations. Developed and conducted franchise training programs. Secured franchise financing. Sourced acquisitions and converted them to franchises. Created franchisee marketing, advertising and promotional programs. Developed franchisee group insurance and benefit plans.
Specialties
Strategic development.
Business turnaround and growth.
Financial management.
New business development.
Marketing and promotional concepts.
QUITE THE SUCCESS RATE!!!
NOW, IF A COMPANY WAS ON THE VERGE OF A BK AND WISHED TO HIRE A CONSULTANT TO FORGE A TURNAROUND, WOULD THE CEO/CFO, VP OF SEARCH AND OTHERS LEAVE THE COMPANY? I DON'T THINK SO. I THINK THIS WOULD BE COUNTER-PRODUCTIVE TO MINIMIZING THE TURMOIL DURING THE TURNAROUND SINCE THE CONTINUITY OF THE COMPANY IS NOW GONE...WHAT DOES THAT LEAVE?
And here is a little liesure reading for you...Note the title of the book!!!
http://books.google.com/books?id=NoJkp13GLTsC&pg=PA156&lpg=PA156&dq=steps+in+the+acquisition+process+restructure&source=bl&ots=8WvMnpX_HF&sig=ELBivnLdH3G1t_rBqGF7G1ZVEJY&hl=en#v=onepage&q&f=false
Whopperman was RIGHT!!!!!! It WAS Aliens!!!
No, not fishing today...at work.
Sounds like GREAT NEWS to me!!! I agree with whomever said that if it was BK they would have already broke the news.
In my mind, this is great news and confirms what we've been speculating.
Now, I know there are plenty here who are tired of being positive, and some still who have yet to be positive...I'm still positive here!!!
I agree...Nice bounce off the middle bolly at .038 (dipped slightly below) and now should trade sideways between the upper and middle bolly until the next leg up or news of course.
Oh yeah? What part? We left Saturday evening and camped at Cotter. We put in at Maumee and took out at Rush...19 miles. We were all pretty bushed...including my dog. She did catch a baby fawn...I had to make her let it go. haha
Jade, you'd be proud of me...I didn't let her kill it!!!
LOL...I doubt I'm the "best" but I'm flattered anyway. Glad that I can put your mind at ease by being here partner. I'm about 1500 messages behind...any new news? LOL I'm recovering from sun burn and trying to catch some sleep so doubtful I'll catch up on all that reading.
We actually camped at Cotter on the White the night before we came home. It's the lowest I've ever seen it!!! I grew up on the White and Black Rivers. The White is my first trip by myself in my kayak when I get back in August from Fort Lewis.