Wer kann mir helfen? Die Aktie Jumbo Corp. Kurs: 0,007, weiß jemand mehr darüber? Ich habe bei google einige News gesehen, kann das sein? Haben die Überlebt? Die Aktie Plexus ist ebenfalls von 0,002 auf etwa 0,025 nun. Wieder Volumen in Australien! Kennt Ihr weitere solche Aktien?
News:
Lessons are learned from some site survivors, writes Michael Bachelard
April 29, 2003
THE share market has thoroughly washed its hands of tech stocks. Investors have run screaming in the opposite direction and venture capitalists won't touch them.
But three years on from when the tech boom went "tick, BOOM" some of these market pariahs are still hanging on. They have cut their costs to the bone, scaled back their expectations, and given up trying to sell their stories to the market.
Don't look now, but some are even turning a profit, and many are quietly optimistic about the future.
Back in 1993, when the internet was an infant, the idea that would become Jumbo Corporation was gestating in the head of its founder, Mike Veverka. In 1995, the company was born in Brisbane, fuelled by Veverka's big dreams of establishing an online shopping mall.
For the next four years the engineering graduate funded the business himself, employing two or three people. In September 1999, as the internet and the alleged "new economy" were translating into a tech share price frenzy, Jumbo Corporation floated.
The 20c a share float raised $3 million, and five months later, in February 2000, shares were swapping for 65c.
"We had up to 30 staff, mainly developers," Veverka says. "That gave us an opportunity to accelerate the development."
Then, three years ago, the bubble burst on the US technology exchange, the Nasdaq, and tech companies around the world were deafened by the pop.
Jumbo Corp plunged to below 10c by late May, and then to about 2c, where it remains.
Veverka immediately realised the need to cut costs. His business model had never been that of other failed internet entrepreneurs -- create a site, attract viewers (or "eyeballs"), and then sell banner ads -- but it was still far too expensive and too ambitious.
Staff dropped to 10, anything not contributing to the paltry revenue stream was slashed. Plans to expand into Europe were shelved, as was a dual listing on the Nasdaq.
Raising to keep going became problematic. Jumbo Corporation managed two more calls on the goodwill of its existing shareholders - raising $1 million in mid-2000 and $250,000 last year. The company has survived on that since.
"We just had to be realistic," Veverka says.
Subject to the same dose of reality was the whole concept of the online mall. What was intended to be a free online marketplace for any seller became a high-tech version of a mail order business, selling a very small range of goods the Veverka has discovered are "internet friendly".
"Computer software and hardware, a number of select gifts; DVDs, fragrances, cosmetics, cigars - things that are not heavy, that are well branded."
It hardly represents the revolution promised by ecommerce, but it does represent survival.
And, despite the bust, there is life in the business model - total world online sales grew by 52 per cent to $US78 billion for the full 2002 year, and have increased each year.
Jumbo Corp is reaping the rewards. For the first time in its eight-year history, it turned a profit in the last half year - of $30,000.
soros
Wer kann helfen?
News:
Lessons are learned from some site survivors, writes Michael Bachelard
April 29, 2003
THE share market has thoroughly washed its hands of tech stocks. Investors have run screaming in the opposite direction and venture capitalists won't touch them.
But three years on from when the tech boom went "tick, BOOM" some of these market pariahs are still hanging on. They have cut their costs to the bone, scaled back their expectations, and given up trying to sell their stories to the market.
Don't look now, but some are even turning a profit, and many are quietly optimistic about the future.
Back in 1993, when the internet was an infant, the idea that would become Jumbo Corporation was gestating in the head of its founder, Mike Veverka. In 1995, the company was born in Brisbane, fuelled by Veverka's big dreams of establishing an online shopping mall.
For the next four years the engineering graduate funded the business himself, employing two or three people. In September 1999, as the internet and the alleged "new economy" were translating into a tech share price frenzy, Jumbo Corporation floated.
The 20c a share float raised $3 million, and five months later, in February 2000, shares were swapping for 65c.
"We had up to 30 staff, mainly developers," Veverka says. "That gave us an opportunity to accelerate the development."
Then, three years ago, the bubble burst on the US technology exchange, the Nasdaq, and tech companies around the world were deafened by the pop.
Jumbo Corp plunged to below 10c by late May, and then to about 2c, where it remains.
Veverka immediately realised the need to cut costs. His business model had never been that of other failed internet entrepreneurs -- create a site, attract viewers (or "eyeballs"), and then sell banner ads -- but it was still far too expensive and too ambitious.
Staff dropped to 10, anything not contributing to the paltry revenue stream was slashed. Plans to expand into Europe were shelved, as was a dual listing on the Nasdaq.
Raising to keep going became problematic. Jumbo Corporation managed two more calls on the goodwill of its existing shareholders - raising $1 million in mid-2000 and $250,000 last year. The company has survived on that since.
"We just had to be realistic," Veverka says.
Subject to the same dose of reality was the whole concept of the online mall. What was intended to be a free online marketplace for any seller became a high-tech version of a mail order business, selling a very small range of goods the Veverka has discovered are "internet friendly".
"Computer software and hardware, a number of select gifts; DVDs, fragrances, cosmetics, cigars - things that are not heavy, that are well branded."
It hardly represents the revolution promised by ecommerce, but it does represent survival.
And, despite the bust, there is life in the business model - total world online sales grew by 52 per cent to $US78 billion for the full 2002 year, and have increased each year.
Jumbo Corp is reaping the rewards. For the first time in its eight-year history, it turned a profit in the last half year - of $30,000.
soros
Wer kann helfen?
