Narxlash strategiyasiga e'tibor qaratmaslik nimalarga olib kelmoqda?
Bularga samarali yechimlarni...
✅ 10-may kuni MFaktorʼda boʻlib oʻtadigan “Toʻgʻri narxlash va qimmat sotish asoslari” nomli praktikumda koʻrib chiqamiz.
Spiker: Nodirbek Kuzdekov - 17 yillik Tijorat va Boshqaruv yo'nalishida mutaxassis, shu bilan birga NESTLE, CISCO, DELL, UZAUTO, KAMAZ, SAMAUTO, BMW, AKFA, NBU, CLICK, UZMOBILE, BEELINE, SAG, MURAD BUILDINGS, CASTROL, GAZPROMNEFT kabi ko'plab mahalliy va xorijiy tashkilotlarning xodimlari uchun ko'plab malaka oshirish tadbirlarida ishtirok etgan.
Narxlash strategiyasiga e'tibor qaratmaslik nimalarga olib kelmoqda?
Bularga samarali yechimlarni...
✅ 10-may kuni MFaktorʼda boʻlib oʻtadigan “Toʻgʻri narxlash va qimmat sotish asoslari” nomli praktikumda koʻrib chiqamiz.
Spiker: Nodirbek Kuzdekov - 17 yillik Tijorat va Boshqaruv yo'nalishida mutaxassis, shu bilan birga NESTLE, CISCO, DELL, UZAUTO, KAMAZ, SAMAUTO, BMW, AKFA, NBU, CLICK, UZMOBILE, BEELINE, SAG, MURAD BUILDINGS, CASTROL, GAZPROMNEFT kabi ko'plab mahalliy va xorijiy tashkilotlarning xodimlari uchun ko'plab malaka oshirish tadbirlarida ishtirok etgan.
Durov said on his Telegram channel today that the two and a half year blockchain and crypto project has been put to sleep. Ironically, after leaving Russia because the government wanted his encryption keys to his social media firm, Durov’s cryptocurrency idea lost steam because of a U.S. court. “The technology we created allowed for an open, free, decentralized exchange of value and ideas. TON had the potential to revolutionize how people store and transfer funds and information,” he wrote on his channel. “Unfortunately, a U.S. court stopped TON from happening.”
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.
