«لە ئازارێکی قوڵدابوو، دەیویست کۆتایی بە ھەموو شتێک بھێنێت، بەڵام دروست نەیدەزانی کۆتایی ھێنان بە ھەمووشتێک چییە؟ دەیپرسی: ئایە کۆتایی شتێکە؟ شوێنێکە؟ شادبوونەوەیەکە دوای چاوەڕوانییەکی زۆر؟ یا ماڵئاواییەکە؟ مردنێکە؟ تێپەڕبوونێکە؟ نەیدەزانی، نەیدەتوانی دیاری بکات کۆتایی ھێنان بە ھەمووشتێک چییە.»
BY سـاخـتە
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
Tata Power whose core business is to generate, transmit and distribute electricity has made no money to investors in the last one decade. That is a big blunder considering it is one of the largest power generation companies in the country. One of the reasons is the company's huge debt levels which stood at ₹43,559 crore at the end of March 2021 compared to the company’s market capitalisation of ₹44,447 crore.
سـاخـتە from ar