Horne I. Hands-On Business Intelligence with DAX.pdf
🏷 Understand DAX, from the basics through to advanced topics, and learn to build effective data models 🏷 Write and use DAX functions and expressions with the help of hands-on examples 🏷 Discover how to handle errors in your DAX code, and avoid unwanted results 🏷 Load data into a data model using Power BI, Excel Power Pivot, and SSAS Tabular 🏷 Cover DAX functions such as date, time, and time intelligence using code examples 🏷 Gain insights into data by using DAX to create new information 🏷 Understand the DAX VertiPaq engine and how it can help you optimize data models
Horne I. Hands-On Business Intelligence with DAX.pdf
🏷 Understand DAX, from the basics through to advanced topics, and learn to build effective data models 🏷 Write and use DAX functions and expressions with the help of hands-on examples 🏷 Discover how to handle errors in your DAX code, and avoid unwanted results 🏷 Load data into a data model using Power BI, Excel Power Pivot, and SSAS Tabular 🏷 Cover DAX functions such as date, time, and time intelligence using code examples 🏷 Gain insights into data by using DAX to create new information 🏷 Understand the DAX VertiPaq engine and how it can help you optimize data models
BY Python 🐍 Work With Data
Warning: Undefined variable $i in /var/www/tg-me/post.php on line 283
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.
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.
