Seabridge Gold, Inc. (USA) (AMEX:SA)

I have to give props to Portfeuille on this one. He brought It to my attention a coulple of days ago,and after a little research,I have to agree with him on this one. I did some simple calculations using their estimated gold reserves (only) that are In the ground. A conservative estimate of their stock price using 34 million ounces of gold as a data point would be about $2000 per share !!!!!!! I am not even factoring In their 8.5 BILLION LBS of copper !!!!! This one looks like a great addition to anyones portfolio with a long term view. Nice Inflation hedge In a shaky market..... TS CORPORATE STRATEGY
Seabridge Gold was founded in 1999 at the bottom of the gold market. At that time, it took 44 ounces of gold to buy one unit of the DOW Jones Industrial Average, an all time high for the stock market in terms of gold. It was our view that financial assets, especially equities, were in a bubble, that gold would eventually outperform equities and other assets, and that the gold price would eventually exceed its 1980 high of US$852.
Our goal in establishing Seabridge was to provide exceptional returns to shareholders by maximizing leverage to the gold price in what we perceived would be a rising gold price environment. Our strategy was to optimize gold ownership per common share by increasing gold resources more rapidly than shares outstanding. This ratio of gold ownership per common share provided a simple but effective measure for evaluating dollars spent...are proposed expenditures likely to increase this ratio or not?
We decided that our competitive advantage at Seabridge would be to find, evaluate, acquire, explore and develop gold deposits. From our inception, we determined that Seabridge would not build or operate mines...we would look to partner or sell assets which were ready for production. Building mines adds considerable technical and financial risks and requires a different set of skills and resources. One of the most significant risks involved is unanticipated shareholder dilution which reduces gold ownership per common share. We therefore narrowed our value-added proposition to three phases which would unfold as the gold price rose...acquiring deposits, expanding them and defining their economic parameters. In our view, this was a relatively lower risk and less capital-intensive strategy consistent with the goal of optimizing gold ownership per common share.
In effect, Seabridge was conceived as a gold-in-the-ground ETF with the value-enhancing potential to expand gold ownership and upgrade the quality of gold resources without equivalent equity dilution, unlike above-ground gold ETFs.
In 1999, it was cheaper to buy ounces in the ground than to explore for them. We therefore set out to buy gold deposits in North America that were not economic in a low gold price environment. Hundreds of projects were for sale at distressed prices as producers struggled to stay in business. Seabridge chose projects with three main characteristics:

1.Proven resources with quality work done by reputable companies;
2.Upside exploration potential; and
3.Low holding costs to conserve cash in the event that a higher gold price was delayed.
From 1999 to 2002, Seabridge acquired 14 million ounces of gold resources in eight different North American deposits at less than US$1.00 per ounce and holding costs of less than 10 cents per ounce per year.

By 2002, with the gold price on the rise, it was becoming more expensive to acquire existing resources and the cost-benefit equation tilted in favour of exploration. Seabridge's strategy entered its second phase which was to expand its resource base by carefully targeted exploration. This phase proved highly successful...total measured and indicated gold resources grew 381% over five years while shares outstanding increased only 35.4% during the same period.

By 2008, it was clear that the gold price had risen sufficiently to make a number of Seabridge's projects potentially economic. Work therefore began on the third phase of Seabridge's strategy...defining the economics of its projects through engineering studies and upgrading resources to reserves. This effort focused on the giant KSM project which, during the exploration phase, had emerged as the Company's most important asset. Work now in progress will lead to a completed preliminary feasibility study for the KSM project in early 2010, converting a large portion of KSM's gold and copper resources to reserve status and enhancing their value. A similar program is being planned for Courageous Lake, Seabridge's second-largest asset. Work on KSM and Courageous Lake is being funded by the sale of non-core assets which is consistent with the strategy of limiting share dilution and enhancing shareholder value.