Bitcoin's True Capitulation Zone Is $65K, Says Well-Followed Analyst
Where's the bottom for bitcoin (BTC)?
While acknowledging it's possible that level has already been hit, on-chain analyst James Check suggested a true bottom may not be in place until after bitcoin suffers a true capitulation event.
That would likely require a decline to the $65,000 area, said Check, calling it the "true market mean," i.e., the average cost basis for active investors.
At that point according to Check, who spoke on the TFTC podcast, the average investor may begin to feel the pressure of unrealized losses. Even long-term holders, including those who have held bitcoin for five years, could find themselves underwater. Interestingly, this price level aligns closely with Michael Saylor's Strategy, which has a similar cost basis of around $67,500.
While Check expects sizable declines from the $65,000 area, he sees strong support in the $49,000-$50,000 range, those prices representing the launch of the ETFs in 2024 as well as a $1 trillion market cap for bitcoin. A drop to as low as $40,000 seems unlikely, he said, barring a global recession.
Check also took note of the extended period of "chopsolidation" in 2024 — where bitcoin traded for months in a wide range between $50K and $70K — as establishing a strong foundation of support.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
3 hours ago
- Yahoo
Pakistan Engages Michael Saylor in Bold Push Toward Bitcoin-Backed Economy
Pakistan has taken a significant leap toward integrating digital assets into its economic roadmap by hosting bitcoin BTC advocate Michael Saylor, Executive Chairman of Strategy (MSTR). In a high-profile meeting with Finance Minister Muhammad Aurangzeb and Minister of State for Crypto and Blockchain Bilal Bin Saqib, discussions centered around positioning bitcoin as a sovereign-grade asset to bolster Pakistan's monetary resilience and digital future. Saylor, known for transforming Strategy into the largest corporate holder of bitcoin, praised Pakistan's openness to innovation. The company's bitcoin holdings now total approximately 582,000 BTC, valued at over $62 billion, a strategy that has lifted its market cap from $1.2 billion to $105 billion since 2020. Minister Aurangzeb emphasized Pakistan's ambition to become a leader in digital asset adoption across the Global South, highlighting its commitment to regulation, inclusion and innovation. Bilal Bin Saqib drew attention to Saylor's remarkable trajectory, stating that Pakistan possesses the talent and determination to replicate such transformative success on a national scale. Saylor applauded Pakistan's proactive approach, calling Bitcoin the 'strongest asset for long-term national resilience.' He added that countries like Pakistan have a unique chance to leap ahead in the financial landscape by embracing digital assets early. This meeting marks a pivotal step in Pakistan's efforts to build a comprehensive digital assets framework and attract global institutional attention in the emerging Web3 economy.
Yahoo
4 hours ago
- Yahoo
Michael Saylor's Strategy buys another $1.05 billion of bitcoin
Strategy (MSTR), the largest corporate holder of bitcoin, reported in a filing to the Securities and Exchange Commission on Monday that it purchased another $1.05 billion worth of bitcoin. Shares of Strategy, a small software company turned crypto giant chaired by crypto tycoon Michael Saylor, fell 0.4% in early trading Monday after rising as much as 1.4%, while the broader S&P 500 (^GSPC) rose 1%. Strategy said it acquired 10,100 bitcoins between June 9 and June 15. As of its latest filing, the company has spent nearly $42 billion to buy over 592,000 bitcoins since it first purchased the cryptocurrency on Aug. 10, 2020. Over that time frame, the stock has risen roughly 3,000%, relative to the S&P 500's 78% gain. Saylor told investors during the company's May 1 earnings call that Strategy's 'plan is buy and hold BTC indefinitely.' 'We're going to promote global adoption of BTC as a treasury reserve asset,' he said. Other companies have begun to adopt its strategy, using a combination of debt and equity to add bitcoin to their balance sheet in the hopes of replicating Strategy's stock price success. That doesn't always happen, though. GameStop (GME), for example, fell 10% immediately after it announced a $500 million purchase of bitcoin. Trump Media (DJT) dropped more than 10% after announcing it was raising $2.5 billion to create a bitcoin treasury. And bitcoin's volatility means smaller companies risk bankruptcy if the cryptocurrency's value suddenly drops. In the case of Strategy, Saylor argued that the stock's volatility is a good thing for investors: 'What we have done is we have created a volatility engine. When you take volatility, when you take a fire and you cultivate it, it becomes a furnace. And if you're smart, you make it a reactor and it becomes a power plant.' Options traders can collect expensive premiums for volatile stocks. 'Of course, what we're doing is creating a crypto reactor that could run for a long, long period of time,' he added. Laura Bratton is a reporter for Yahoo Finance. Follow her on Bluesky @ Email her at Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Forbes
7 hours ago
- Forbes
Cultural, Strategic, Operational, Tactical, And Crisis Leadership
Front line supervisor getty Leadership is about inspiring, enabling and empowering others to do their absolute best together to realize a meaningful and rewarding shared purpose. Nesting within that, CEOs, senior leaders, middle managers, and frontline supervisors should focus on cultural, strategic, operational, and tactical leadership respectively, with all-in during a crisis. Leadership modes Bradt Ultimately, culture is the only sustainable competitive advantage. It's the one thing CEOs can never delegate. All need to be clear on who we are and what we stand for as described in the organization's mission, vision and values. This is what inspires others to be part of the organization and is enduring. Strategic leadership is about choices – the creation and allocation of the right resources to the right place in the right way at the right time over time. This means there are wrong resources, wrong places, and wrong times. Michael Porter taught us that strategy is about choosing what not to do. Harry Kangis went one step further and taught us that choosing not to do a bad idea is easy. The hard choice is choosing not to do something that's a good idea for someone else. Choices are theoretically elegant and practically useless unless they are backed with enabling resources. Strategic choices should play out over time and are the province of senior leaders. This is where the 6% in Don Hampton's framework comes in. As CEO he said others had to make 90% of the decisions. 4% were his alone. 6% were shared. Strategic choices must be shared by the senior leadership team, CEO, and board. Operational leadership occupies the middle ground, where the matrix comes to life. It's part strategic and part tactical. It's mid-term. It's the realm of middle managers leading divisions or business units, functions, geographies, programs, or campaigns. These leaders often wear two hats, sitting on the executive leadership team with their influence spanning across the entire organization, and leading their own areas. Business units, functions, geographies and the like will have their own strategies, nested within the overall strategies. The allies in World War II provide an illustrative example. Marshall was empowered to make that choice and empowered Patton to run his campaign. Strategic leadership flows from the Greek word 'strategos' – the art of the general. This is about arranging forces before the battle – planning where to play (and not play) and how to win. Tactical leadership flows from the Greek word 'taktikos' – deploying forces in battle. This is about tactical capacity, a team's ability to translate strategies into tactical actions decisively, rapidly, and effectively, with high-quality responsiveness under difficult, changing conditions. As one leader puts it, 'Tactical leadership is about permanent agility and adaptation looking for solutions.' This only works if senior and operational leaders empower tactical leaders to make choices different than they would make themselves, nested within the culture and strategic choices, and hold them accountable for their results. These are more short-term choices and are the realm of frontline supervisors. In an earlier article on critical learning about crisis management, I suggested three steps of disciplined iteration in line with an organization's overall purpose/culture: Click here for a categorized list of my Forbes articles (of which this is #949)