ΠΡΠΌΠ΅ΡΠΈΠ»ΠΈ ΠΎΡ Π΄ΡΡΠΈ: ΠΏΠΎΠ΄Π°ΡΠΈΠ»ΠΈ ΠΊΠΎΠ»Π»Π΅Π³Π°ΠΌ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΡΠ΅ ΡΡΡΡΡ, Π½Π°Π³ΡΠ°Π΄ΠΈΠ»ΠΈ Π½Π°ΡΠΈΡ
ΠΊΡΡΡΡΡ
Π°Π²ΡΠΎΡΠΎΠ² Π½Π° Π₯Π°Π±ΡΠ΅ ΠΊΠ°ΡΡΠΎΠΌΠ½ΡΠΌΠΈ Π·Π½Π°ΡΠΊΠ°ΠΌΠΈ ΠΈ ΠΏΠΎΠ΄Π΅Π»ΠΈΠ»ΠΈΡΡ ΠΈΡΠΎΠ³Π°ΠΌΠΈ Π·Π° Π³ΠΎΠ΄, Π° ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΠΎ:
BY Metaclass by KTS
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 βΉ43,559 crore at the end of March 2021 compared to the companyβs market capitalisation of βΉ44,447 crore.
Metaclass by KTS from us