Stocks Wall Street Doesn't Want You to Know About

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4 Stocks4 Stocks Wall Street

Doesn’t Want Youto Know About

Wall Street

Doesn’t Want Youto Know About

In Our Premier Report: Early-Stage Companies Revealed!



T A B L E O F C O N T E N T S

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Released May 16, 2008 ©2008, Business Financial Publishing, LLC - All Rights Reserved.

2

4 Stocks Wall Street Doesn’t Want You to Know About

Introduction

en2go International Inc.

The Spice Depot, Inc.

Grandview Gold Inc.

Ameriwest Energy Corp

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Power-users, digital life, connectivity, convergence, adapters, interactive

desktops … keywords in the language of the future beyond the web.

en2go?International Inc. is a newly-emerged, California-based company whose founders not only speak the language of the future, they are using itto create a monetizable bridge between technology, digital entertainment,and the converged space they will occupy while connected to and discon-nected from the web of the future.

en2go is harnessing the power of the internet and developing next-genera-tion applications, content and media assets targeting valuable on-screen realestate — the billions of computer, television, PDAs,iPhones, iPods, and camera and mobile phone desktops inuse worldwide.

The en2go brain trust, a fellowship founded by entrepre-neur and software architect Tolga Katas, comprises like-minded developers whose individual and collective contributions to the computer and digitalage are already recorded in the histories of the financial and entertainmentindustries.

Steve Wozniak, who invented the personal computer and co-founded AppleComputer with Steve Jobs, former EMI Music digital development head TedCohen, legendary developer John Draper (a.k.a. Captain Crunch), musicindustry veteran Paul Fishkin, and the visionary Katas have joined forces inen2go’s disruptive, next-generation enterprise creating intelligent, super-fastsoftware applications, video channels, and music assets as digital solutions 2go.

Currently, technology is at a crossroad—a pivotal place in time when theconvergence of media and technology is empowering users as never before,and at all levels of their digital lives.

By providing applications (software) and content alternatives that fulfill the needsof the most advanced power-user - the under 35-year-old group that has emergedas the broadcast consumption indicator demographic of the future, as well as theadapters - the large pool of older users forced to adapt from the analog age, en2gois uniquely positioned to influence and therefore benefit from the future.

Power-users are digital natives and leverage the internet and connectivity tothe highest degree conceivable. They covet video-on-demand and trendtoward high-quality video, apart from conventional television. Throughtheir acceptance of and reliance on convergence and a world freshly popu-lated by billions of hyper-smart but content–starved personal computersand mobile communication and entertainment devices, this consumer sub-set has already demonstrated its influence in that sought-after space where

media and technology converge online.

MSN’s $44.6 billion bid for Yahoo, the $1.65 billion paid for YouTube, th$580 million paid for MySpace, AOL’s recent $850 million purchase osocial network site Bebo, and the $240 million paid for 1.6% of Faceboo(pegging the four-year-old social networking site’s value at $15 billion), arnoteworthy examples of power-user power.

To power-users, and to the companies targeting their potentially lucrativdesktops, en2go applications offer a highly portable, on-demand digitamedia feast. To the hundreds of millions of technology adapters, hooked bdefault on digital entertainment and wholly dependant on their digitadevices, en2go applications offer simplicity, choice and a greatly enhancedmedia-rich digital life.

There are 1.4 billion computer desktops, 5 billion cell phones and ov40,000 television networks operating globally. The opportunities for advertising on these desktops and mobile devices are expansive, as are the possibilities to intuitively enhance and monetize all aspects of the user experience

Digital life is defined not only as the web of the future, but also as thperipherals that connect and disconnect from it – the computers, handsetUSBs, televisions, kiosks, camera phones, GPS, all manner of wirelesdevices and, most certainly software. A person’s digital life also encompasses online television, music, X box games, the iPod, social networking com

munities, online banking, pay-per-view movies plus a hosof emerging technologies and experiences.

On-line video services currently generate $1.3 billion in

revenue per year. Apple’s user-friendly iTunes is defininon-line music, and the new 160GB iPod holds 40,000 songs and 200 hourof video.

The problems of transmission gridlock remain however for the user, and few havtime to advantage the download space and opportunities being offered by devicemanufacturers. Based on average North American download speeds, it currentltakes from eight to 10 hours to download a single two-hour HD movie. How mucthat time is worth is un-known, but the race to save it is one of the fundamentacomponents in evaluating web 2.0 technologies.

Flyxo, the first of en2go’s two beta-phase applications is an HD streaminapplication that enables online delivery and commencement of a two-houHD movie in seconds, and the movie can play, without visible buffering, fullscreen on the desktop or in the background. en2go’s second beta-phasapplication is eMaculate, image browsing software that enables loadingsharing and manipulation of digital photos and files in the same way.

Nobody knows how the web of the future will look, what it will cost or a what pace it will unfold. It is very likely however that en2go will join thranks of other celebrated internet and entertainment innovators in helpinshape the intuitive, Semantic Web that Tim Berners-Lee first envisioned i1989...” a semantic web that could be made more intelligent and perhapeven intuitive about how to serve a user’s needs.”

FREE 8-page review of the current internet revolution. How forward-thinking companies are investing in users and what is proving to be , inch-for-inch, the most lucrative reaestate in the world. Who leads , who follows , and how one unconventional company is positioned to profit. Free on 1G USB travel stick, or via email.

E N 2 G O I N T E R N A T I O N A L I N C .

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Beyond the Web - What’s Next?

Investor Relations:

[email protected]

Fax: 818-433-7214

en2go International Inc.(Entertainment to Go)OTC BB: ENGO2921 W. Olive AvenueBurbank, CA 91505

T: 1.800.718.9703F: 818.763.1039http://www.en2go.net

Shares Issued & Outstanding:51,150,000Market cap: $53,707,50052 Week High: $3.0052 Week Low: $0.65

Investor Summary





‘R ed hot’ aptly describes a phenomenon sweeping the spice markets glob-ally. Primarily in North America, Asia and Europe where a sophisticat-ed and worldly populace is waking up to the sensory pleasures and

lifestyle benefits of consuming spices and spice blends, and taking action whereit counts – at the cash register.

One rapidly-growing un-discovered company is at the forefront of the $10.8 bil-lion trend, and they stand out for what they’ve done differently every step along the way from grower to table.

The most notable difference is the company’s grinder-top glassbottles of premium spices and spice blends grown primarily by boutique farmers on the spice islands, and packaged on-site in thecompany’s organic-certified processing and packaging facility.

The company’s inspiration to offer bottled grind-fresh blendsparallels the sea-change that swept through the retail and grocery

coffee industry more than two decades ago, with purveyors likeStarbucks identifying the specialty coffee product and grind-fresh opportunity, then responding to a changing marketplace. Achange that, from 2001 through 2006, drove specialty coffeeretail sales in the U.S. skyward, with a 44-percent increase to$12.27 billion, and pushed the number of operating specialty coffee outlets ahead 73-percent to 23,900. Demand for quality,convenience, and variety drove that trend.

The specialty spice company with their sites set on quality, convenience and vari-ety is The Spice Depot, Inc. After a period of consolidation and intense re-structuring, including the top-to-bottom installation of a new high-performanceplatinum-quality management team, the Spice Depot is now growing faster thananticipated.

Thanks to the combined vision and experience of entrepreneur CEO AdiMuljo, up-scale grocery veteran President Danny Ferraro, and former Walmart

EVP John Ryan, Spice Depot grinders will be on the shelves of thousands of major retail and grocery stores in the United States and Canada by the end of May, 2008, and in tens of thousands of major chain and retail outlets by the endof the third quarter. Quarterly sales, forecast at 75,000 units per month are on-track to exceed one million units per month by the end of 2008. And that’s justfor the grinders.

The Spice Depot has quickly grown well beyond its flavorful name into supply-ing the North American market with packaged dried organic herbs, flavors, rubs,marinades and seasonings as well, and is already delivering on its newly harvest-ed mission to make life more delicious for retailers, consumers, the food serviceindustry and most particularly, for shareholders.

According to the *World Outlook Report on Spice 2006-2011, the world mar-ket for spices in consumer sizes of less than one pound has grown almost 12-percent in the past three years, to $10.86 billion in 2008, with approximately 34-percent of that market demand coming from the Americas. Europe produces

an estimated 25-percent of demand and Asia claims almost 32-percent.

While these numbers help explain the unprecedented interest in spices, they alssupport the company’s growth plan for the future. According to the OutlooReport, global consumer demand for spice will grow by more than 12-perceagain over the next three years, exceeding $12.19 billion in 2011.

On the food services and wholesale side of The Spice Depot’s business, the oulook is equally bright. Worldwide market potential for spices in commercial sizof at least one pound increased by over 19-percent in the last three years,$6.11 billion in 2008. Future growth over the next three years, through 2011,estimated at approximately 20-percent.

Other factors favorably impacting the company’s future are a marked increased organic food product and produce sales (^20-24-percent growth per annum in aretail categories since 1990), a significant increase in the popularity of ethnic foochoices (+Asian and East Asian cuisine popularity grew an average of 23-perceannually from 2000–2005 with 63-percent of respondents experimenting with etnic flavors),an increase in the use of natural and herbal remedies, and an aging mohealth-conscious consumer with equally or more health-conscious off-spring.

The Spice Depot has just begun rolling-out its business plan, and its migration ouside of its distribution centre home territory (British Columbia, Canada) took plaonly recently. The leap from the provincial company that it was to the international one it is happened quickly, but that was no accident. According to Preside

Danny Ferraro, the swift, saturating entry was the first of manexciting steps planned for years one and two.

Spice Depot’s innovative ‘Always Grind Fresh’ grinder-top botles are what consumers notice first, but it’s the full-sensory, ultrfresh taste experience that sends them back for more. And wia dozen provocative blends like JoJo Potato, Spicy Chicken,SpiSea Salt, Garlic Pepper, Salad & Veggie, and New York Steak™the invitation for more is hard to resist.

Spice Depot CEO Adi Muljo is a true spice master, deepentrenched in the time-honored spice trade. “With each turn the grinder top you release a symphony of aromatic and flavoful oils, essences and flavors locked deep within the spices – th

way fresh spice is meant to be experienced,” says Adi.

President Danny Ferraro is the company’s flavor master and thgenius behind innovations like adding unique and unexpectenatural-source flavor transmitters and balancing the exotic, requ

site tension between composite tastes. “There are sound reasons, based in fooscience for including flavor transmitters, but practicality aside, the intense ricness of these hyper-concentrated flavors in tandem with just-ground freshneof herbs and spices creates an irresistible sensory experience.”

John Ryan, SDEO’s newly appointed President of Retail Developm Worldwide, knows exactly which dots to connect to make doors open wide anplace product on shelves quickly. After nine years as Executive VP

International Merchandising and Marketing for Walmart Supplier Developmeand Worldwide Global Sourcing, he doesn’t waste any time. “We have sourceand positioned everything from caviar to diamonds and I am loving the grounfloor opportunities presented by our visionary team and our family of fabuloproducts,” says Ryan.

*Source: Philip M. Parker INSEAD www.icongrouponline.com

(figures rounded to nearest ten million)

^Source: Organic Trade Association+Source: Ethnic Flavors, International Food Ingredients No 6, 2007Source: SCAA, Mintel Group

FREE 6-page re port and or ganic herb sampler. Re port looks in detail at the global spice maket and how changing demo graphics, consumer trends, even climate change can af fect demanLearn how one globally-minded spice company is pre paring for the future. Available today vemail and/or shipped with or ganic herb sampler.

T H E S P I C E D E P O T , I N C .

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Spicing Up a $10.8B Market

Investor Relations:

[email protected]

1.800.960.2341

The Spice Depot, Inc.SDEO.PK

2820 West Charleston, Suite 22Las Vegas, NevadaUSA 89102

Canadian Distribution Centre3115 Underhill AvenueBurnaby, British ColumbiaCanada V5A 3C8

Toll-free: 1.800.960.2341

http://www.thespicedepot.com


Investor Summary




North America’s richest gold district is nowhere near New York’s Wall

Street, nor anywhere near a major city. It resides in the high dessertand occupies a four by 50 mile swath of north-central Nevada. With a proven and probable price tag of $180 billion for the 200 millionounce (gold) 200 square mile parcel, or $900 million per square mile*, thisprime real estate known as the Carlin Trend is the richest gold district in the

western hemisphere, second in the world only to Witwatersrand, South Africa.

The big three producing gold companies, Goldcorp, Barrick and Newmontall made their mark on the Carlin Trend, exposed her potential and discov-ered her riches.

One un-discovered and undervalued TSX and OTC:BB listed junior gold company

with eight high-potential properties inmajor gold districts of North America,commands and has earned an 80-percent

interest in a 28-square mile parcel of theCarlin Trend – the largest consolidatedparcel of the Carlin Trend not already owned by a major mining company.

The company’s 28 square mile property is located just north and within view of Barrick’s 3.5 million ounce ($3.15 billion) Bald Mountain Mine, and justsouth of Newmont’s 5 million ounce ($4.5 billion) Rain/Emigrant Springscomplex.

The company is actively exploring and drilling their property and last yearpulled drill results that assayed as high as 13.45 g/T (0.392 opt) over 1.6metres (5 ft) to confirm a 15.43 g/T (0.450 opt) over 7.6m (25 ft) pulled in1981 by previous operator Newmont Mining in a target area with a NI 43-101 compliant drill-inferred resource of 1.426 million ounces gold.

This junior has three properties in the Red Lake Gold District of south-west

Ontario, Canada, very near to Goldcorp’s 30 million ounce gold Red LakeMine, one of the richest, lowest-cost production gold mines in the world.Red Lake is the second richest gold district in North America, second only to Nevada. The company is actively drilling two Red Lake properties andlast year pulled visible-gold-laden assays as high as 20.90 g/T (.61 opt) over6.35 metres (20 ft), 61.97 g/T (1.81 opt) over 1 metre (3 ft), and 163.75 g/T(4.77 opt) over .47metre (1.5 ft) to extend four mineralized zones and dis-covered a new gold zone.

The third gold district in the company’s portfolio is the Rice Lake GoldDistrict in Manitoba, Canada, where they were among the first in a flight of juniors to recognize, acquire and explore high-potential grass-roots goldprojects. The Rice Lake Gold District is the western continuation of the

Archean greenstone belt geology that hosts the Red Lake Gold Districtacross the provincial border in Ontario and is home to the 1.7 million ounce

gold Rice Lake Mine (formerly San Antonio)

The company is Grandview Gold Inc and they are uniquely situated amongjuniors. In both US and Canadian markets, at time of writing, they are considerably undervalued. With just over 36 million shares outstanding antrading below the 30-cent level, Grandview’s market cap can be estimated aless than $10 million.

According to Certified Financial Analyst Nigel Heath†, the in-ground pricof the NI 43-101 compliant inferred resource of 1.426 million ounces ogold and the indicated resource of 65,000 ounces of gold on GrandviewNevada property alone, the per share value attributable to the company i$1.67†. This calculation values the company in excess of $60 million, budoes not include the indicated or potential value of Grandview’s remaininseven properties.

Grandview’s Nevada inferred resource estimates outrank the estimatedresources of district peers like US Gold Corporation, Premier Gold, GolEagle and Rubicon –companies whose share price exceeds Grandview’s bymultiples of three to 27. Not only is the company’s estimated resource totahigher, none of the peer group companies have gold real estate in all thregold camps and only one has projects in two gold districts.

In the public markets, Grandview has a relatively low-profile and the company’s market cap does not come close to reflecting their net asset valuetheir blue chip management, or their potential.

With the exception of a remarkable burst of market activity during the fall of 2007, at a tim

when gold prices escalated tandem with outstanding assaresults released by Grandviewthe company has spent the bettepart of an 18-month period ore-structuring – researchinopportunities and exploration

programs, consolidating historic data, strengthening in-house geologic intelligence, and fortifying its board of directors with decades more capital markets experience and resumes that detail the raise of tens of billions of institutional and retail dollars.

The net cumulative result of time passing and the company evolving,opportunity. An opportunity for the company to re-introduce itself and itportfolio of high-potential gold properties to a ready and corrected golmarket. An opportunity for its expanded board of directors to open doorand create opportunities for the company. And finally, an opportunity fothe company to create exceptional value for shareholders.

In October of 2007, after speaking with company management anresearching its portfolio of gold properties, Certified Financial Analyst NigeHeath of the Independent Equity Research Corp, assigned Grandview GolInc a one-year share price target price of CAD $1.35, and a three-year sharprice target of CAD $3.00

*All calculations based on gold price of USD $900 per ounce.Source: eResearch 10.17.07

FREE 6-page re port. The geolo gical nitty-gritty dirt on North American gold trendsLearn the dif ferences between typical gold systems and how understanding the dif ferencecan hel p you better evaluate investment opportunities. Also free on DVD and PDF how one junior is leveraging major gold trends.

Undiscovered Junior in a $180 Billion Neighborhood

G R A N D V I E W G O L D I N C .

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Investor Relations:

[email protected]

Grandview Gold Inc. TSX: GVX OTC BB: GVGDF330 Bay Street, Suite 820

Toronto, OntarioCanada M5H 2S8

Tel: 416.486.3444Fax: 416.486.9577http://www.grandviewgold.com


Averaging $900 million persquare mile this is the richestgold property in North America

Investor Summary




R ising oil prices. Dependence on foreign oil. Unstable oil nations.

Severely pinched oil supplies. Exponential growth in China and India. And, a world appetite for oil that keeps growing.

There’s no question these forces are colliding, creating what appears to be adevastating economic tsunami. But where there’s a yin there’s a yang and onthe flip side, that means these forces are also stirring up an enormous oppor-tunity in the investment market.

One of the best places investors can look to make money inan energy crisis is to small-cap energy companies. In partic-ular, junior producers because of the high returns they candeliver. Enter Ameriwest Energy (AWEC).

AMERIWEST ENERGY CORP (AWEC)

Based in Casper Wyoming, Ameriwest Energy is a growing, expertly managedenergy company focused on producing underdeveloped oil resources in the

prolific U.S. Rocky Mountain region. The company is striking a strategic bal-ance between low-risk tertiary recovery projects and extensively mappedexploration plays with significant upside potential.

A fast rising newcomer, Ameriwest is a l rea d y p rod uc ing oil in Wyoming’sprolific Powder River Basin at their South Glenrock C and Burke Ranch lease-holds. This is the same area of Wyoming’s Powder River Basin where supersuccess story Ultra Petroleum started. Early investors in Ultra reaped a breath-taking 10,000% profit.

Pennaco Energy and American Oil & Gas also used the Powder River Basinas their launching pad, soaring from juniors to major producers with 660%and 700% share prices returns, respectively.

According to engineering evaluations conducted by NITEC, LLC, Ameriwest’s South Glenrock C field has 4.9 million barrels of oil in recover-

able reserves. Plans are to tap into those reserves using a tertiary recovery method known as CO2 injection, which is being used successfully throughoutthe U.S. Anadarko plans to use it to recover an additional 150 million barrelsof oil in Salt Creek—a field that borders Ameriwest’s South Glenrock B field.Encana (NYSE:ECA) is also injecting CO2 into its Weyburn Oil Field inSaskatchewan, Canada. The company hopes to add as much as 130 millionbarrels of oil that would have otherwise been abandoned.

There are over 80 CO2 EOR projects in the U.S. today and more than 230,000BOPD currently being produced this way. Using CO2 enhanced oil recovery is clearly a valid method of breaking out oil that‘s been locked in these forma-tions for years…unable to be extracted by former producers.

Surrounding Ameriwest at South Glenrock C are big oil producers such asEncana, Devon and Marathon Oil. A surprising 1,585 companies and indi-

viduals hold 6,282 active leases on nearly 3.5 million acres in the Basin, demon-strating just how oil abundant this area is.

Worth mentioning is the proximity of oil giant Anadarko to Ameriwest’s property. Anadarko’s crews are producing 8,900 barrels a day in the neighborinSalt Creek Field with 10,000 a day projected. Over 600 million barrels of ohas been pulled from the ground here since the first well was drilled. Lookinto the other side we see the South Glenrock B field with current gross production of 210 barrels of oil per day with a value of over $10 million.

Ameriwest’s second property in the Basin is Burke Ranch, first discovered i1953. A third party engineering firm estimates there are 13 million barrels ooriginal oil in place at Burke Ranch. Currently 12 barrels a day are being produced with full production projected to reach 1000 barrels of oil a day wheproduction moves into full swing. The company is well-positioned with a 95%

working interest in 1,920 acres. Another 7,500 acres was recently leased wit Ameriwest holding a 100% working interest.

Perhaps the biggest score—and the reason Ameriwest has been upgraded t

an urgent buy position—could be coming from the company’s Skull Valleproperty in Utah.

Just days ago, Engineering firm Exploration Technologies, Inc. (ETannounced that as much as 50–100 million barrels of oil could be recovereat Skull Valley. This property was first identified by Gulf Oil Company in th1970s. Today, Ameriwest owns a 100% working interest in the nearly 5,00

acre lease on the property.

Twenty-five years of exploration work has gone into Sku Valley so it comes as no surprise that engineering experfrom ETI are confident the oil is recoverable. In fact, Sku

Valley has structural anomalies that have been likened to thaof the oil-rich Grant Canyon discoveries just 125 miles away in neighborinNevada. Since 1983, Grant Canyon has produced over 20 million barrels of oand may ultimately produce 30 million barrels.

Collectively, Ameriwest’s properties represent 107.3+ million potential barrelof oil at a market worth of $11 billion†.

† = At today's market prices. Rising prices mean this will be worth more.

Outlook

To date the company has been sufficiently funded to conduct all exploratioand production activities as well as to make additional acquisitionManagement expects an additional $30 million in private financing in the nex12 months.

As of this writing, the company just announced it entered into an exclusivoption to purchase the Cole Creek Oilfield Unit and Adjacent Leases locateon or near the Cole Creek anticline in Natrona and Converse Counties

Wyoming—a total of 14,000 acres. Engineering evaluations point to as muc

as 125,298,000 barrels of original oil in place. Currently 225 barrels of oil day are being produced in that field.

Conclusion

Ameriwest (AWEC) represents a strong buy among junior oil producers considering production is already underway and if a significant find of as much a100 million barrels of oil is made.

For your FREE Investor Packet on Ameriwest Energy call Toll-Fre1(866) 584-9873.

Inside this FREE 20-page re port discover the U.S. junior oil producer currently sitting owhat experts say could be an $11 billion oil score! With oil prices sk y-high this is flat-ouone of the best opportunities for early investors to make stunning profits (think Ultra!) Finout more... get your FREE re port today!

Hanfeng

A M E R I W E S T E N E R G Y C O R P

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Next junior producer set to rise: Ameriwest Energy Corp (AWEC)

Investor Summary

Investor Relations:

Great Northwest Investor

Relations, Inc.Phone: 888-697-4712

Ameriwest Energy CorporationOTC BB: AWEC123 West 1st AvenueSuite 215Casper, WY 82601

www.ameriwestenergy.comPhone: 866-584-9873

Shares Issued & Outstanding:54,278,002Market Capitalization:$32,024,02052 Week High: $1.0152 Week Low: $.32



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FREE 6-page report. The geological nitty-gritty dirt on North American gold trends. Learn the differ-ences between typical gold systems and how understanding the differences can help you better evalu-

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FREE REPORT "Hot Commodity - The Future of Spice"FREE 6-page report and organic herb sampler. Report looks in detail at the global spice market andhow changing demographics, consumer trends, even climate change can affect demand. Learn how one globally-minded spice company is preparing for the future. Available today via email and/or

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Business Financial Publishing ("BFP"), the owner of HiddenStocks.com, has been compensated on the behalf of the companies appearing in this Special Report. The companies whose profiles appear in this special report havepaid BFP an advertising fee for lead generation advertising associated with this special report and the

HiddenStocks.com web site. Only companies that have agreed to pay BFP an advertising fee for leadgeneration have been included in this special report. Readers should be aware that BFP has not reviewed these

companies as investment opportunities.

To date, BFP has received the following advance advertising payments from the companies featured in this spe-cial report or their third party representatives:

Twenty-four thousand dollars on April 18, 2008 on behalf of Grandview Gold Inc. (TSX: GVX, OTC BB:

GVGDF) by Capital Connection

Twenty-four thousand dollars on April 18, 2008 on behalf of The Spice Depot, Inc. (SDEO.PK) by Capital

Connection.

Twenty-four thousand dollars on April 18, 2008 on behalf of en2go International Inc. (OTC BB: ENGO)

by Capital Connection

Thirty-one thousand six hundred fifty dollars on May 2, 2008 on behalf of Ameriwest Energy Corp (OTCBB: AWEC) by Dunstone Corporation.

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Updated: May 9, 2008

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Stocks Wall Street Doesn't Want You to Know About

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