Welcome, to the best stock site.

Do you care to elaborate a tad bit more on your goldmine? Bring us up to par. I have to get ready for work and won't have time for research.

Cj

quote:

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Originally posted by usasail:
Goin' Ta Be Bought @ .05 BABY!!!!

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For The Six Month Period Ended June 30, 2003

For the six-month period ended June 30, 2003, the Company earned revenues of $502. The revenues were related to the production of a live event for one client.

During the six month period ended June 30, 2003, the Company incurred operational expenses of $352,138. These operating expenses included: consulting fees of $100,539, business development expenses $149,645, and professional fees of $32,026 for the six month period ending June 30, 2003. The company continues to incur significant consulting and business development costs in its effort to realize its business strategy and its business plan.

For the six month period ended June 30, 2003, the company also issued a total of 10,500,000 shares as payment to one of our legal advisors to cover our legal expenses and to establish a pre-paid expense for future legal services. At June 30, 2003, the Pre-paid Expense totaled $36,139.

During the six month period ended June 30, 2003, the Company incurred a net loss from operations of $351,636.

For The Three Month Period Ended June 30, 2003 Compared To the Three Month Period Ended June 30, 2002

For the three month period ended June 30, 2003, the Company earned revenues of $502, as compared to revenues of $5,000 for the same period ended June 30, 2002.

For the three month period ended June 30, 2003, the Company incurred operational expenses of $ 237,398, as compared to $516,809 during the same period in

2002. These operating expenses included: consulting fees of $50,539 and $68,401, business development expenses $128,645, and $168,786; and professional fees of $24,585, and $32,280, for the three month period ending June 30, 2003, and 2002, respectively.

The Company incurred a net loss from operations of $236,896 for the fiscal quarter ended June 30, 2003, as compared to $511,809 for the same period in 2002.

Liquidity and Financial Condition As Of June 30, 2003

We had cash-on hand of totaling $64 as of June 30, 2003.

Due to major changes in market conditions, management decided to change our business strategy to maximize our chances of success. Since inception the Company?s original business strategy was to operate as a venture development organization focused on content distribution utilizing the Internet. As reported in the Company?s Annual report for the period ended December 31, 2002 the Company' has shifted its strategy from being focused solely on technology oriented to one of focused on live entertainment, particularly entertainment establishments (i.e. nightclubs) and live events (i.e. concerts and special events).

Our business strategy has been to build urban lifestyle- based businesses based around software and on-line communities. We believe that our vision to build lifestyle businesses is still viable but that we need to change to an off-line focus with the on-line focus coming later. Accordingly we are focusing our immediate efforts on building a network of licensed entertainment establishments, as the base for our urban lifestyle businesses. These establishments will still utilize a branding approach so that we can sell other urban lifestyle products and services.

Our immediate aim is to acquire our first establishment so that we can use it as a flagship for the network and demonstrate our unique and proprietary entertainment concepts for use in our other establishments. We intend that the later establishments will be developed in new and existing locations in major cities throughout the United States and Canada.

In order to finance the first acquisition, and our phases of implementation we plan to raise investment capital through different types of securities offerings. We plan to fund new establishment locations, including our first acquisition, through direct investments into the individual establishments and providing the investors with cash dividends and some capital stock in the Company to the investors. This is hoped to reduce the potential dilution to our existing shareholders. We possibly plan to raise investment capital by sale of stock in our subsidiaries, or other planned subsidiary which again is hoped to reduce dilution to our existing shareholders. We plan to invite direct investments into the Company to provide funds for general corporate purposes. We believe that this plan will enable us to achieve our development goals with acceptable dilution to our existing shareholders.

We believe that the first acquisition of a nightclub entertainment establishment will require approximately a minimum

of $300,000 for the acquisition, plus approximately

$100,000 in legal, accounting and administrative expenses. In addition our first acquisition will require a minimum of another $400,000 for working capital and general corporate purposes. This is a minimum total of approximately $800,000 that will be required in the next quarter during which we are hoping to make the first acquisition. In the following 3 months, we plan to make one or two additional acquisitions. We believe that the cost of a second and third acquisition or development project will be approximately a minimum of $1,000,000 each and that approximately another $500,000 minimum each will be required for the same purposes as listed above for the first acquisition and for working capital and general corporate purposes. Thus, we anticipate needing a minimum of $4,000,000 of investment capital during the next six months.

After the first two acquisitions, we intend to develop other entertainment establishments from initial buildout rather than from acquisitions. Our plan is to open one or two additional entertainment establishments by the end of 2003 or the end of the 1st quarter of 2004 and we anticipate that additional funding (approximately $1,000,000) will be required to accomplish this. Management anticipates that funding requirements for this plan will be less than the overall cost of opening these nightclubs, since the revenues from the first two or three nightclubs is expected to generate enough cash flow to reduce the level of external capital required. We have developed comprehensive business and financial plans that result in our development of a network of entertainment establishments that should operate on a cash positive basis and without incurring substantial dilution to stockholders such that the Company can possibly increase its overall valuation substantially. The Company believes it will require approximately $1,000,000 to launch its live events business unit, including the cost of acquisitions and their subsequent integration and for the venture development of other potential lines of business for 2003 and 2004. The total additional working capital financing described in this section is planned to also include the development of other synergistic business units such as, including but not limited to, membership services, brand licensing and merchandising.

Management plans on initiating a series of securities offerings to raise the investment capital needed to meet our acquisition plans. Although we will make efforts to minimize dilution to current shareholders, we may not be able to avoid dilution due to many factors, including but not limited to, the closing of financing at lower than the desired market price of the Company's common stock.

LIVESTAR hopes to secure the financing to satisfy the capital needs for each phase of its implementation plan through the execution of various funding methods, primarily private placement investments or debt financing. LIVESTAR hopes to achieve this by securing relationships with accredited individual investors, investment bankers, venture capitalists, and/or finance advisors that have the experience and relationships to aid LIVESTAR with its capital raising efforts. The source of the private placement or debt financing may be comprised of a mix of principal shareholders, private investors and venture capital companies.

If needed capital investment for our acquisitions or developments

is not available, in whole or in part, we intend to delay the implementation plan regarding our acquisition or development plans until sufficient investment capital becomes available. We cannot give any assurances that we will raise sufficient investment capital to meet the business

plan. In addition to delays to the implementation plan regarding our acquisition or development plans due to insufficiency of investment capital, we may suffer other consequences, including but not limited to the following; We may have to suspend or discontinue operations of one or more of our business units or we may have to suspend or discontinue operations of the Company if we become insolvent as a result.

Until we close our first revenue producing acquisition or begin to produce significant revenues, we will be reliant on capital received from private placements, loans, and the exercise of options and warrants. Due to the depressed market for our securities, we may not be able avoid significant dilution to current shareholders. In addition, we expect to continue to retain certain management, staff and consultants, such as legal counsel, and may need to compensate these individuals through the issuance of our common stock as compensation. These stock based compensations may result in significant dilution to current shareholders due to the depressed market for our securities. We also continue to reduce or prevent collection of outstanding vendor debts and accounts with creditors, such as suppliers and consultants, which could result in litigation against the Company. There can be no guarantee that all of these negotiations will be successful and the outcome of these negotiations may include settlements in cash and/or issuance of common stock. These stock based settlements may result in significant dilution to current shareholders due to the depressed market for our securities. We plan on continuing to meet certain of our expenses through the issuance of our shares of common stock, which may cause additional and significant dilution to existing shareholders due to the depressed market for our securities.

In the event we are successful in the acquisition of Sequel, our first planned and pending acquisition, some day to day business operations of the corporation may be covered by the cash flow of the Sequel. This pending acquisition and the possibility of positive cash flow to the Company may contribute positively to LIVESTARs liquidity position.

Aug 19, 2003

Doesnt look to bad they did cut there opperating loses in half, but they only had $64. left in cash. They also have to sell stock or find financing to cover $4 mil in new opperating expences. They changed there buisness strategy and there into new ventures. I would recomend WAIT, or Hold if you own it already.
Good Luck
Rick (Stock Indy)

Mr. Ray Hawkins, CEO of LIVESTAR, commented:"The Ferry Corsten concert sales are meeting expectations and the buzz around the tour is tremendous. Tickets are priced at a minimum of $20.00 USD currently (www.groovetickets.com) and we are proud to be delivering an exciting live entertainment experience to our customers. We anticipate this event to generate positive cash flow for LIVESTAR and we look forward to this event establishing our presence in the live entertainment business."Ferry Corsten has traveled the world continuing his quest to bring forth the best electronic music sounds to every country including England, Japan, America, Australia, Ibiza and his home, The Netherlands to name but a few. His commitment to his craft has even been noticed by DJ magazine and other popular lists. In the last few years, Ferry Corsten has consistently raised his rank on these renowned charts. For the year 2003, he is ranked as number 6 on the DJ list of DJ magazine. He is currently ranked number 7 on America's DJ list.

PRESS ON:"Rock Your Body Rock", Ferry Corsten's current single:

-- #1 on Cool Kuts UK Dance Chart for over two months

-- Top 20 Billboard Dance Single (based on sales)

-- Top 30 Billboard Club Play Chart (moving up weekly)

-- Video of"Rock Your Body Rock"went straight to #1 online after one

week on Launch/Yahoo! with over 20,000 viewings

-- Ferry Corsten is a confirmed presenter at Winter Music Conference's

Dancestar USA Awards in Miami this March (possible performance w/

Moby)

LIVESTAR plans to enter the concert and event market with a focus on DJ oriented shows from the electronic and urban music genres. LIVESTAR believes, with Paul Parente in place on the LIVESTAR team, it can become a leader in this lucrative niche.

Mr. Parente has been producing and promoting concerts and events across the US since 1992 and built a solid reputation for quality production. He has worked with the TOP DJ's in the world and brings that track record and solid reputation to LIVESTAR. Mr. Parente has been involved in a development capacity with LIVESTAR for a few months and earlier this quarter officially began partnering with LIVESTAR to develop its live entertainment concerts and special events division in Nevada, California, Canada and other North American markets.

Paul Parente, LIVESTAR's new Concert and Events Director, noted:"I believe the long-term plan for LIVESTAR has a large potential for success. LIVESTAR'S plan to synergize an event division with a bar and restaurant division is not only exciting but a very smart business move. I am glad to be a part of this ground floor opportunity and I plan to bring my skills and energy to aid in the future success of LIVESTAR."The Company is in the development stage of more concerts and events for our customers. We plan on 2004 being an exciting year for our event goers that we believe will translate into positive cash flow for the Company and therefore positive steps forward for shareholders.

ABOUT LIVESTAR ENTERTAINMENT GROUP, INC.

The core business of LIVESTAR Entertainment Group, Inc. is the development of entertainment entities, specifically; Liquor Licensed Entertainment Establishments (namely nightclubs and lounges) and Live Entertainment (concerts and special events).

Statements contained herein that are not based on historical fact are"forward looking statements"within the meaning of the Private Securities Litigation Reform Act of 1995. LIVESTAR Entertainment Group, Inc intends that such forward-looking statements be subject to the safe harbor created thereby. Such forward-looking statements are based on current assumptions but involve known and unknown risks and uncertainties that may cause LIVESTAR Entertainment Group, Inc.'s actual results, performance or achievements to differ materially from current expectations. These risks include economic, competitive, governmental, technological and other factors discussed in LIVESTAR Entertainment Group, Inc.'s applicable public filings on record with the Securities and Exchange Commission which can be viewed at its website at http://www.sec.gov.

Multimedia available: http://www.marketwire.com/mw/iwprd?id=063262

For more information please contact:

Investor Relations

investors@LIVESTAR.net

Phone: 604-682-6541

Please visit our website: www.LIVESTAR.net

Outstanding Shares: 193,769,867
Average Volume: 9,233,000

Dallas Boy
Member posted February 04, 2004 11:51
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That was unfortunate for LSTA. They had a supposed buy out offer at .05 per share. It all fell through. Some thought it as all just a scam. I don't know, but the SEC didn't come down on them or there were no suits that I know of.
One thing to ALWAYS understand about 98% of these Subs is we "Play" them for profit. Sometimes big, most time a couple hundred bucks. These are NOT "investments" they're "trades". The chances of one giving a POP is what we look for.

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Thanks Dallas Boy...you still in this one?

Septemer 16, 2003

As it turns out, Edgetech is not the only relatively obscure over-the-counter company in play these days. LIVESTAR Entertainment Group, Inc. (OTCB: LSTA) apparently is on the block as well. What makes for a compelling takeover target? How about a company whose revenues increased by 25% last year, and whose cash position doubled in the first six months of this year? That sounds intriguing – until you look at the actual numbers. LIVESTAR saw revenues increase 25%, from $4,000 for the year ended December 31, 2001 to $5,000 for the year ended 2002. As of June 30, 2003, the Company had $64 in cash – up from $32 at the end of December 2002. Revenues for the first six months of 2003, however, were just $500.

So what is the appeal of LIVESTAR? It is difficult to say, but an investment group out of Canada says it wants to acquire a majority of the Company at 5 cents to 7 cents a share. That seems like a pretty pricey premium for a stock that was trading at around one penny when the offer was made public. With almost 95 million shares outstanding (as of June 30, 2003) it could cost more than $3.3 million to acquire control of a business which had a market value of around $950,000.

If more shares are outstanding at the time the transaction closes, the deal may be even more costly. That could prove to be the case; on September 8, 2003 the Company filed a Form S-8 registering 30 million shares of common stock to be issued to certain – but unidentified – officers and employees under an Employee Stock Incentive Plan.

Nowhere To RRun

First, a little history. LIVESTAR began its public life as United Management, Inc., a shell corporation with its office in British Columbia, Canada and its corporate home in Nevada. That Canada-Nevada axis has become a hallmark of obscure over-the-counter companies in recent years, allowing controlling stockholders to take advantage of Nevada’s management-friendly rules, while occasionally frustrating U.S. securities regulators whose jurisdiction ends at the border.

In the beginning, which for this shell was 1997, the Company was called United Management, Inc. On December 18, 2000 it became RRun Ventures Network, Inc. through a reverse-merger with RRun Ventures, a private Nevada corporation whose “core business” was described as a software platform used to distribute digital media files over the Internet.

At the time RRun had less than $11,000 in cash, and neither RRun nor United Management had any revenues. Over the next eighteen months, the Company formed a series of subsidiaries, saying it wanted to build a business that would serve “the lifestyle needs of the 18-34 year Digital Generation through the production and marketing of lifestyle products and services.” By June, 2001, however, RRun had less than $1,500 in cash, and had realized total revenues of just $4,000.

In the first nine months of 2002, the Company reported $62,000 in revenues, a marked improvement. That would prove transient. Those revenues were attributable to licensing rights relating to the Company’s AXXUS subsidiary, described by RRun as “an enhanced e-mail and communications backbone technology.” In December 2002, the Company divested its interest in AXXUS in exchange for cancellation of a $411,000 debt that was owed to the developer of the AXXUS technology.

The Company was shifting its strategy, from the development of online products, to “building a chain of licensed entertainment establishments, as the base for our urban lifestyle businesses.” That, according to the Company’s Form 10-K for the year ended December 31, 2002, would include nightclubs, lounges, bars and live concerts. It all seemed, perhaps, a bit ambitious. As of December 31, 2002, the Company had $32 in cash.

Still, RRun claimed that it had three major “competitors:” Clear Channel Entertainment; The House of Blues; and The Ministry of Sound. In reality, however, RRun does not yet compete with those thriving businesses.

Consider this. As of December 31, 2002 Clear Channel owned or operated over 100 live entertainment venues around the world, in addition to 1,184 radio stations in the United States and a national radio network. Clear Channel’s revenues for 2002 exceeded $8.4 million, including approximately $2.5 million from its live events division.

The second, “competitor,” The House of Blues, operates a number of businesses, including House of Blues Clubs in seven cities (among them, Los Angeles, Las Vegas, Chicago, Orlando and New Orleans) and House of Blues Concerts in venues across North America.

The Ministry of Sound, which RRun described as its “nearest competitor,” operates a chain of nightclubs and runs numerous live events.

LIVESTAR will have to go a considerable distance before it actually competes with any of the other operations. So far, the Company does not own or operate any nightclubs or run any live events. Indeed, as of December 31, 2002, the Company’s auditors were expressing “substantial doubt” about its ability to continue as a going concern in view of recurring losses and net cash outflows. The financial situation does not appear to have improved since then; LIVESTAR’s revenues for the first six months of this year totaled just $502. As of June 30, 2002, the Company had $64 in cash – which wouldn’t pay for a pair of decent concert tickets.

Proclaimed and Abandoned

Investors may be excused if they are somewhat skeptical about LIVESTAR’s most recent announcements. In the past, the Company has attempted promising business developments, only to abandon or defer them at a later time.

• In February 2002 the Company adopted a plan to buy back up to 3 million shares of its common stock. One year later the plan was abandoned because LIVESTAR could not afford to buy back its own stock.

• On April 18, 2002, the Company announced that it had entered into an agreement to acquire a live, reality television show, called “Party Quest.” That plan was dropped due to lack of financing. The Company also ended plans for a strategic alliance with the owners of “Party Quest.”

• On May 9, 2002, the Company announced that it had “launched” the development of its RAHX Live national chain of nightclubs by entering into a letter of intent with PAW, LLC, “specialists in the development, franchising and financing of entertainment facilities.” PAW, according to the Company, had been involved in a number of high profile projects, including Rascals Comedy Clubs; Universal Studios theme park attractions; Michael Jackson’s Road Show; Marriott’s Great American Theme Parks hotels and restaurants; and Holiday Inns.”

The PAW letter of intent subsequently expired, with no sign that it had moved forward to develop any properties for the Company.

• On May 21, 2002 the Company announced that it had signed a financial services agreement with NCC Blackwater Capital Markets LLC. Under the agreement, NCC purportedly would provide a “full range of financial services,” including market-making, research, capital formation assistance, and merger and acquisition advice. That agreement was terminated subsequently. It is unclear whether NCC actually rendered any of the enumerated services to LIVESTAR.

• In late 2002, the Company disclosed three additional agreements:

In December 2002 it announced a “Strategic Partnership Agreement” with a music production company called Presidential Campaign Entertainment. The Company claimed that Presidential Campaign would assist with development of its night club network, particularly in the Los Angeles, California area.

In late 2002 the Company announced that it had entered into a joint venture with Razzor Records, an independent music and record firm located in St. Petersburg, Florida, to develop a 10,000 square foot nightclub in the Tampa Bay, Florida area.

On December 11, 2002, the Company revealed yet another “strategic partnership,” this time with Klublife Publishing Inc. which would assist RRun in the preparation of a nightclub guide/magazine.

So far, however, these strategic relationships appear to be stalled. In its Form 10-K Annual Report for the year ended December 31, 2002, the Company conceded that the three agreements were not designed to produce significant results until 2003. Almost nine months into 2003, there still is no sign of those significant results.

The Company has been chasing one other project. For over one year LIVESTAR has had it eye on a Toronto nightclub called The Sequel. Is this Sequel worth the price of admission? We’ll take a further look at LIVESTAR in Part II of this series.

©2003 Stock Patrol.com. All rights reserved.

WE'RE BACK ON PATROL

And here's the sequel.......

UPDATE: LIVESTAR ENTERTAINMENT GROUP, INC. (OTCBB; LSTA) – THAT’S ENTERTAINMENT
November 13, 2003
Almost a year after signing a Letter of Intent, Livestar Entertainment Group, Inc. (OTCBB: LSTA) says it has closed on its acquisition of a Toronto, Canada nightclub called The Sequel.

According to a Form 8-K filed by the Company with the SEC on October 27, 2003, Livestar is acquiring The Sequel from an individual named Terence Lall for roughly one million shares of its preferred stock and a $35,609 advance to The Sequel. The Company also has agreed to pay all costs incurred by Mr. Lall in connection with performing the agreement, and to appoint Mr. Lall as president and CEO of The Sequel.

Each of those preferred shares may be converted into forty shares of Livestar common stock at any time – meaning that Mr. Lall will, in effect, have the right to acquire 40 million shares of Livestar common stock. The agreement also provides that Livestar will register the common shares that can be acquired by Mr. Lall.

As of June 30, 2003, the Company had approximately 95 million shares of common stock outstanding. Since then, however, the Company has filed a series of Form S-8 Registration Statements, registering more than 100 million shares for employee incentive plans and compensation agreements. Most recently, on October 17th, the Company registered 55 million shares for its “Employee Stock Incentive Plan For The Year 2003 No. 2.”

How did the Company pay the $35,609 advance due to Mr. Lall – or the other expenses of the transaction? At last report, Livestar had $64 in cash. The Form 8-K states that “[m]onies advanced at closing were monies available to the Company obtain (sic) from the sale of share capital of the Company.” Does that mean money raised through the sale of the S-8 shares, or from other stock sales which have not been enumerated?

The agreement also provides that Livestar will obtain approximately $200,000 in debt owed by The Sequel to Mr. Lall – but, of course, that will prove valuable only if the nightclub throws off enough revenue to pay down the debt. And that represents less than half of The Sequel’s outstanding debt to Mr. Lall. The agreement states that The Sequel owes Mr. Lall “no less than” $500,000 in U.S. dollars, of which $40,000 (in Canadian dollars) was to be paid at the Closing and another $345,000 (also in Canadian dollars), is to be paid pursuant to the terms of a promissory note.

Livestar’s Form 8-K did not include any detailed financial statements for The Sequel. The agreement indicated that the Company would receive some financial information at least 72 hours before the Closing, but it did not say that those financial statements would be audited. In any event, audited financial information for The Sequel, has been promised within seventy five days of Closing, so curious investors will have to be patient.

Finally, the Company disclosed the termination of plans for TCAL Investment Group, also headed by Mr. Lall, to acquire control of Livestar. See, Livestar Entertainment Group, Inc. - This Sequel Has A Surprise Ending. Then again, considering the terms of The Sequel deal, TCAL’s tender offer seems superfluous

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Originally posted by Dkatback:
Got burned on this one last year.. It was pumped and Dumped.. WATCH OUT!!

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Check on stockpatrol.com ther used to be some problems with this stock listed there.

THEY MAY BE OK I HAVE DONE NO DD AND HAVE NO CLUE. JUST A HEADS UP FROM SOMETHING I HEARD LONG AGO. GOOD LUCK TRADING.

HEY SPECIAL--I AM IN THE MIDST OF MOVING..YUCK. WHEN I GET SETTLED WE NEED TO DO THE DINNER AND DRINKS THING.