Ascent Solar parte XXXXVII, siamo a 4,25, in attesa del messia

  • Ecco la 66° Edizione del settimanale "Le opportunità di Borsa" dedicato ai consulenti finanziari ed esperti di borsa.

    I principali indici azionari hanno vissuto una settimana turbolenta, caratterizzata dalla riunione della Fed, dai dati macro importanti e dagli utili societari di alcune big tech Usa. Mercoledì scorso la Fed ha confermato i tassi di interesse e ha sostanzialmente escluso un aumento. Tuttavia, Powell e colleghi potrebbero lasciare il costo del denaro su livelli restrittivi in mancanza di progressi sul fronte dei prezzi. Inoltre, i dati di oggi sul mercato del lavoro Usa hanno mostrato dei segnali di raffreddamento. Per continuare a leggere visita il link

Buondì.

Bisogna evitare, secondo me, di assimilare il settore dei settori, Biotech., con altri che non gli somigliano nel modo più assoluto.
Le prospettive finanziarie, economiche, scientifiche e sociali del settore sono disruptive !!! Ciò viene incorporato dalle performance (relative ed assolute) dei Biotech. Benchmarks, evidentissime, sotto gli occhi di tutti e assolutamente dirompenti [ http://www.finanzaonline.com/forum/showthread.php?t=1107949 ].

Ovvio pertanto che le possibilità di sky-rocket delle bet-company è elevatissima in questo settore rispetto alla media di tutte le altre bet-company degli altri settori.

Ciò è stato valido anche per SOMX [Somaxon Pharmaceuticals, Inc. (Somaxon), incorporated in August 2003, is a specialty pharmaceutical company focused on the in-licensing and development of product candidates for the treatment of diseases and disorders in the central nervous system therapeutic area. ]

ASTI fa parte di un subsettore di nicchia del "PV-solar".
Il settore ha e sta decisamente sottoperformando tutti i riferimenti e quindi le cose non sono assolutamente comparabili ne a livello di company ne a livello di sub-settore/settore.

Inoltre ASTI ha già dei soci forti e la sua continua degradazione, re-iniziata a giu.2009 e validatasi a set.2009, dovrebbe insospettire alquanto sull'attività finanziaria e sulla view che tali soci (HYDRO) hanno della propria bet-company.
Ovvio che tutto è possibile quando trattasi di small/micro-caps ma l'assimilazione alle biotech è priva di basi.

ASTI potrebbe soffrire di:
mancanza cronica di cash per i prossimi trimestri;
oggettiva impossibilità (nota solo al board e ai soci forti) di ottenere il DOE-fin
aumento di capitale
ingresso di nuovi soci (diluizione ???)
pessimismo interno al board/soci sul business-plan

Inoltre, vorrei chiedere: ma gli ASTI-CIGS (copper, indium, gallium, selenium) in caso di impennata delle commodity metalliche industriali (rare e non) come sono messi a livello di costi di realizzo rispetto prodotti alternativi ??? e a livello di efficienza energetica ???

-

Ciao Sal.Vi

Come avevo premesso, il mio era solo un esempio estremo (prendendo spunto dal fatto che il titolo SOMX era stato il protagonista della giornata).

Sono d'accordo con te in merito al settore biotech, poiché per la sua natura fortemente speculativa e disruptive non è paragonabile agli altri...

Forse il paragone più corretto è con il titolo Superconductor (SCON), appartenente anch'esso come ASTI al settore industriale/tecnologico: nel settembre 2007 esplose da 1,40 a 12,00 USD... Ma allora giocò un ruolo fondamentale il bassissimo flottante.

Ciò che mi preoccupa veramente - come hai scritto - è la continua degradazione, perché in questo caso (continuando i paragoni) mi ricorda Pacific Ethanol (PEIX). Le quotazioni crollarono progressivamente, nonostante la presenza di un socio forte ovvero il fondo di private equity di Bill Gates...

Purtroppo la spiegazione arrivò tardi agli occhi degli investitori retail: il fondo aveva venduto nel tempo, fino ad azzerare la sua partecipazione.

Siamo certi che Norsk Hydro non si stia disimpegnando ?

Questa sarebbe l'unica vera notizia fallimentare.

Tuttavia - in assenza di notizie - mantengo l'investimento nel titolo, per non pentirmi un giorno di aver venduto ...

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April 17, 2009 10:28 AM EDT

JANCO downgrades Ascent Solar (ASTI) from Buy to Market Perform. Price target lowered from $17 to $4.

JANCO analyst says, "Our valuation reflects the impact of various stages of financing the company has undergone in the past few quarters, revised production schedule, and the latest liquidity situation; while maintaining Ascent's original plan of eventually reaching 110MW of production capacity. Furthermore, our valuation takes into account a much reduced industry multiple relative to early last year...In order to preserve capital and buy more time in the currently difficult economic environment, Ascent has decided to stagger its 30MW production plan to two phases of 15MW each. The first phase will ramp in the first half of 2010 and the second in the second half of 2010. However, the second 15MW ramp will be contingent on market conditions. Ascent has applied for a loan (undisclosed amount) under the DOE loan guarantee program and expects a resolution in Q4 2009 or Q1 2010...However, given the early stage of operation, we believe the cash flow generation will not be sufficient to cover the cost of the subsequent build out. Therefore, we expect that the company will continue to require additional funding at various stages in the course of its journey toward achieving 110MW of production capacity."

Ascent Solar Technologies, Inc. is a development-stage company formed to commercialize flexible photovoltaic (PV) modules using a technology.



ho trovato questa vecchia notizia in cui si parlava anche del "DOE loan guarantee program and expects a resolution in Q4 2009 or Q1 2010..."

che ci sia una sorpresa entro la fine di marzo a riguardo del prestito DOE?

qualcuno di voi ha qulche informazione in più??

Ricordo di aver letto questa settimana un'articolo di novembre in cui si continuava a vedere il mese di marzo come un mese con molte aspettative da parte del CEO.
Mancano ancora 10 giorni ma ormai ho poche speranze di sorprese positive..
 
Per quanto mi riguarda non ho venduto azioni ASTI e non ne ho neanche acquistate in questi giorni. L'accordo sopra mi sembra come sempre privo dei numeri che tutti desideriamo vedere e comprendere allo stesso tempo. Ma è il segno che non stiamo fallendo come alcuni pensano ma è la prova che si vuole crescere anche se servirà piu' tempo di quello che si poteva pensare inizialmente. Io resto positivo sul titolo.
 
la similitudine prende vita

leggete questo articolo.. ancora di Global solar si parla..

Euro-Line Solar GmbH: moduli CIGS con telaio

02.03.2010: Da dicembre dello scorso anno, la ditta tedesca Euro-Line Solar GmbH offre moduli provvisti di telaio con celle fabbricate da Global Solar Energy Inc. per applicazioni di potenza, in una gamma che comprende i tre modelli da 128, 144 e 158 watt di potenza rispettivamente denominati «ME128G2P», «ME144G2P» e «ME158G2P.

http://photon-online.it/news_archiv/details.aspx?cat=News_IT&sub=TECNOLOGIA&pub=13&parent=2336

per ricordare da dove viene Global solar

http://www.itnes.com/spin-offs/index.php

.. una telefonata ai cuggini per capire come risolvere i problemi di incapsulamento no ? :D

quì il datasheet dei moduli

http://www.mysolarshop.co.uk/pdf/me2_ccigs_spec_sheet.pdf

.. riquoto il messaggio per denotare l'estrema similitudine tra Global Solar e Ascent riguardo la produzione in India :D

.. poi cerco se le fabbriche sono le stesse :censored:
 
come sempre sono restii ad esporsi con dei numeri che ci permettano di capire la reale portata dell'accordo.
.....se non altro.....respira ancora!!!! ;-)

vero ma queste 'mezze notizie' al solito non portano benissimo ...
 

come sempre sono restii ad esporsi con dei numeri che ci permettano di capire la reale portata dell'accordo.
.....se non altro.....respira ancora!!!! ;-)

Vero ma è una buona news perchè apre una porta ;) , la valorizzazione delle proprietà intellettuali attraverso accordi di produzione estera su licenza Ascent....
Phase two of the agreement provides for the establishment of a complete backend module assembly plant in India and the third and final phase of the contact is designed to expand production in India to include complete end to end module manufacturing

Ci sono vari tipi di accordi, questo è un accordo strategico per conoscerne la bontà sarebbe utile sapere il peso del partner in loco ed essendo India non è cosi facile.....

Rimanete calmi e non imprecate contro il management, non avete idea delle difficoltà che si incontrano per realizzare produzioni industriali ..... fino ad ora il loro lavoro lo hanno fatto ed ascent da un idea è una realtà quasi compiuta
Attendete di vedere se son capaci di vendere bene il loro prodotto prima di criticarli, ad oggi da vendere non c'è nulla,,,,,,,, per cui calma e pazienza

saluti
 
Vero ma è una buona news perchè apre una porta ;) , la valorizzazione delle proprietà intellettuali attraverso accordi di produzione estera su licenza Ascent....


Ci sono vari tipi di accordi, questo è un accordo strategico per conoscerne la bontà sarebbe utile sapere il peso del partner in loco ed essendo India non è cosi facile.....

Rimanete calmi e non imprecate contro il management, non avete idea delle difficoltà che si incontrano per realizzare produzioni industriali ..... fino ad ora il loro lavoro lo hanno fatto ed ascent da un idea è una realtà quasi compiuta
Attendete di vedere se son capaci di vendere bene il loro prodotto prima di criticarli, ad oggi da vendere non c'è nulla,,,,,,,, per cui calma e pazienza

saluti

Revenues: 3,5 miliardi di dollari nel 2008
 
Ottima news...

L'India è un Paese immenso che cresce al 8/10% annuo e a differenza della Cina è una democrazia.. La più grande democrazia al mondo..

Se Ascent riuscisse a diventare fornitore dell'esercito indiano...
1.400.000 soldati..

Segnalo che acquistando in borsa ora si compra un azienda al 60% del suo PN....
Si scontano già almeno altri 50/60 milioni di perdite (dall avvio ne ha postati poco più di 40) ma soprattutto si attribuisce VALORE ZERO alle conoscenze maturate...

In pratica si fotografa un "avviamento" negativo...
 
http://kirloskarapps.kirloskar.com/

History map - http://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/ktimeline1.html

We are a 1.20 billion US Dollars engineering conglomerate driving critical industries. We are century old pioneers in our areas of specialization like power, construction and mining, agriculture, industry and transport, oil and gas and environment protection with a range of world-class industrial products and turnkey services.

We are made up of 8 major group companies, each led by the best engineering and managerial talent in India. In addition to engineering, we have interests in civic utility systems and in Information Technology and communication.
Our multi-unit, multi-product, multi-location conglomerate is built on the plinths of Experience, Expertise, Quality, Innovation and Values in the business. Our best play is successful work and creation of a new industrial order where we can provide tailor made solutions to the customers.

At Kirloskar, listening to the customer and his needs is a tradition as old as the group itself. For it is they who drive us further, make us reach higher, and engineer better solutions. In the customer's often unspoken wish for better implements lies the seed for a new invention, a path-breaking industrial concept.

It has now been more than a century since the Kirloskar story started. We started with an aim of becoming the pioneers in fields in which our country needed innovation. In the 100 years and more that we have been in existence as a family and as an organisation, we've been seminal to Indian agricultural and industrial development. We gave India its first iron plough, pump and engine; inventions that were deviced from the need of the hour and went on to become signs of the time. Which is why our group history can in many ways can be considered a history of the economic and industrial revolution in India.

The founder and the first factory village
Laxmanrao Kirloskar Photo

The Kirloskar story starts with Laxmanrao Kirloskar, the founder. A man who believed that an understanding of one's environment and reality was essential to the manufacture of path-breaking industrial implements. From this steadfast belief was born the iron plough, the first Kirloskar product. Originally intended as an essential aid to agriculture, the plough soon became an icon of reform and revolution.

A highlight of the early history of the group is Kirloskarvadi, India's first industrial township. A model factory-village created by Laxmanrao and his band of dedicated workers.

In January 1910, when the Kirloskar were being ousted from Belgaum to make room for a new suburb, they found themselves in dire need of a place to live and work. Sensing this need, the Raja of the princely state of Aundh, who admired and respected Laxmanrao Kirloskar, offered the latter all the land he needed in Aundh state.

Two months later, Laxmanrao Kirloskar set foot on 32 acres of barren land strewn with cacti and infested with cobras. Driven by his faith in human ability, Laxmanrao banded together 25 workers and their families and succeeded in transforming the barren expanse into his dream village. Ramuanna, Laxmanrao's brother, planned and administered the township, Shamburao Jambhekar doubled as engineer and all-round healing man, K.K.Kulkarni, an unsuccessful student, became a manager, treasurer and odd jobs man, Mangeshrao Rege was the clerk and chief accountant, Anantrao Phalnikar, a school drop-out flowered into an imaginative engineer. Such was our founder's faith in the human being that, Tukaram Ramoshi and Pirya Mang, both convicted dacoits, became the trusted guards of Kirloskarvadi!

The first Kirloskar Group Company
Fodder Cutter Photo

Kirloskar Brothers Limited (KBL) - the first Kirloskar venture at Kirloskarvadi was to become the base for all of the Kirloskar Group's subsequent enterprises. It began as the only Indian company with its own standard products - the fodder cutter and the iron plough, which competed with the British products.

KBL also manufactured groundnut shellers, sugarcane crushers and pumps, which were to usher in a new economic order in the Indian industry. To power these machines, diesel engines, coal gas generators and electric motors were developed at Kirloskarvadi.

In a display of great versatility, KBL then shifted its focus to fluid handling and control. As India's largest manufacturer of pumps and valves, and also the group's flagship company, KBL lends its strength and expertise to every new venture of the Kirloskar Group.

Playing a part in the War

The intensified boycott of the British goods and the approaching World War threatened to stop imports of machine tools into India. The Kirloskar, with characteristic foresight began making machine tools. This paradigm shift of sorts, from farm implements to machine tools, created a new company - The Mysore Kirloskar Limited. This company, situated in Harihar, benefited greatly from the patronage of yet another Raja - the Maharaja of Mysore. In the first month of production, Mysore Kirloskar sold all of manufactured seven lathes.

The new generation -Innovation, creation, tradition

From colonialism to independence

An important change, for the country, and for one of its premier industrial houses, the Kirloskar Group. The altered political climate of the 1940s heralded the end of the princely patronage for enterprise.The policy shifts and changes in authority were the order of the day. This marked a turning point for the group.
Fodder Cutter Photo

Shantanurao Kirloskar, the eldest son of the founder travelled to Pune to initiate a new aspect of the group's activities - diesel engines. His experience of trying to secure the land for his factory in Pune was quite different from his father's in Kirloskarvadi. There was no benevolent ruler here to bestow acres gratis. Shantanurao had to face the tangle of red tape and public resistance to acquisition of land for industrial purposes.

Finally, after arguing that factories have a longer life than human beings Shantanurao Kirloskar won a place for Kirloskar Oil Engines Ltd. (KOEL), twelve months after signing an agreement of collaboration with Associated British Oil Engines Export Ltd. of UK.

This collaboration, incidentally, was the first of its kind between an Indian and a foreign company, and signified a bridging of the technological gap between east and west.

The KOEL factory was incorporated in 1946, and soon after that gave India her first vertical high-speed engine. Brijlal Sarda, who reported its satisfactory running for over 4 decades, bought this first engine!

To electric motors and pneumatics

The making of the electrical motor. This was the second of Laxmanrao Kirloskar's long cherished dreams, the first being the making of an engine. This task was brought to completion by Ravi Kirloskar, his youngest son, in 1946. Way back then, the authorities whom Ravi Kirloskar had approached for land were astonished by the request for 25 acres. Today, Kirloskar Electric Company Limited (KECL) has four plants occupying several times that acreage.
Fodder Cutter Photo
KECL's logo in the 40's

The setting up of KECL and other Kirloskar companies saw a major role being played by Nanasaheb Gurjar, a lawyer who made industry his sole area of operation. Though the development of air compressors was an established activity at Kirloskarvadi, a full-fledged plant to manufacture the same was set up at Pune in 1958, under the eventual management of Shreekant Kirloskar, Shantanurao's youngest son. In collaboration with Broom and Wade of England, Kirloskar Pneumatic Company Limited began the manufacture of air compressors and pneumatic tools.

Today, its turnkey expertise is sought in almost every major industrial project in India. Collaboration with Twin Disc Inc. of the USA has taken the company into torque invertors, marine gearboxes and rail traction transmissions.

A new direction - services

The phenomenal success of the Kirloskar name prompted entrepreneurs and businessmen of the time to approach the group for guidance and expertise. This gave birth to the concept of formalised engineering consultancy and a new company - Kirloskar Consultants Limited (KCL) in 1963. Marking an extension of the group's repertoire from manufacturing to services, KCL, in its 25 years of operation, has contributed to critical areas such as defence, irrigation, roads and environment.

This paradigm shift saw the setting up of yet another service company - Pune Industrial Hotels Limited in 1964, the Kirloskar Group's first foray into hospitality. This company set up Hotel Blue Diamond in Pune and began to manage Hotel Pearl in Kolhapur. The Baker's Basket confectionery chain and the Hotel and Catering Consultancy Services (HOCON) were also set up.

The dawn of a new millennium

To meet the changing demands of a global business environment and emerging economic trends, the Kirloskar Group has refocused and restructured its direction by concentrating on its core segment of agriculture, water supply, power, and air conditioning. By consciously opting out of hospitality, advertising and unreal services, the Group has channeled its potential in these core sectors.

The Group aims at unlocking the strength and value in the Kirloskar brand and distribution to enhance returns for its stakeholders. It has identified and is implementing processes that would bring greater customer focus and competitiveness.

Today, the Kirloskar Group is a conglomerate with interests across a diverse range of industries. It is still spurred by the simple yet profound ethic born with Laxmanrao Kirloskar that where there is will there are many ways.
 
Dovesse veramente trovare il giusto mercato
partendo dall' India vedremo veramente
l' ascensione di ASTI
intando 3,41 +0,15 (4,76%)
:)
 
Sbaglio o sul sito della società indiana l'ultima news aggiornata è del 2007?
 
obiettivo di breve: CHIUDERE VERDI..........con quello che abbiamo passato in quest'ultima settimana direi che è già 1 grosso risultato. ;-)
 
http://kirloskarapps.kirloskar.com/

History map - http://kirloskarapps.kirloskar.com/kirloskar/aboutkirloskar/ktimeline1.html

We are a 1.20 billion US Dollars engineering conglomerate driving critical industries. We are century old pioneers in our areas of specialization like power, construction and mining, agriculture, industry and transport, oil and gas and environment protection with a range of world-class industrial products and turnkey services.

We are made up of 8 major group companies, each led by the best engineering and managerial talent in India. In addition to engineering, we have interests in civic utility systems and in Information Technology and communication.
Our multi-unit, multi-product, multi-location conglomerate is built on the plinths of Experience, Expertise, Quality, Innovation and Values in the business. Our best play is successful work and creation of a new industrial order where we can provide tailor made solutions to the customers.

At Kirloskar, listening to the customer and his needs is a tradition as old as the group itself. For it is they who drive us further, make us reach higher, and engineer better solutions. In the customer's often unspoken wish for better implements lies the seed for a new invention, a path-breaking industrial concept.

It has now been more than a century since the Kirloskar story started. We started with an aim of becoming the pioneers in fields in which our country needed innovation. In the 100 years and more that we have been in existence as a family and as an organisation, we've been seminal to Indian agricultural and industrial development. We gave India its first iron plough, pump and engine; inventions that were deviced from the need of the hour and went on to become signs of the time. Which is why our group history can in many ways can be considered a history of the economic and industrial revolution in India.
...

Kirloskar Integrated Technologies Limited, India is part of the Kirloskar Group, founded in 1888

... stihazzi come dicono in toscana
 
[QUOTE = lukbper; 24772235] Obiettivo di breve: CHIUDERE VERDI .......... con Quello che abbiamo passato in quest'ultima settimana Direi che è già 1 risultato grosso. ;-)[/ QUOTE]


meglio se sopra i 3,5
tanto per far saltare una prima resistenza
 
Debe volumaaaaaaaaaaaaaaaaaaa.....;-)
 
[QUOTE = lukbper; 24772235] Obiettivo di breve: CHIUDERE VERDI .......... con Quello che abbiamo passato in quest'ultima settimana Direi che è già 1 risultato grosso. ;-)[/ QUOTE]


meglio se sopra i 3,5
tanto per far saltare una prima resistenza

......basta chiedere....
 
leggo con piacere che siete + rilassati ;) ma attendiamo il close
 
Indietro