یک سال پر از همراهی و انرژی مثبت شما کاربران عزیز! 🥳 ✅+7321 عضو جدید ✅248,635 بازدید از محتواهای ما ✅2572 اشتراک‌گذاری ✅1049 نظر و بازخورد ارزشمند شما ✅46 پست که با عشق برای شما آماده شد
💖 ممنونیم که در کنار ما بودید و همچنان با حمایت شما در سال جدید، قدرتمندتر پیش می‌رویم!
یک سال پر از همراهی و انرژی مثبت شما کاربران عزیز! 🥳 ✅+7321 عضو جدید ✅248,635 بازدید از محتواهای ما ✅2572 اشتراک‌گذاری ✅1049 نظر و بازخورد ارزشمند شما ✅46 پست که با عشق برای شما آماده شد
💖 ممنونیم که در کنار ما بودید و همچنان با حمایت شما در سال جدید، قدرتمندتر پیش می‌رویم!
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.
