β Π― Π·Π°ΠΊΠ°Π½ΡΠΈΠ²Π°Ρ ΡΡΠΎΡ
ΡΠ°Π·Π³ΠΎΠ²ΠΎΡ. ΠΠ°Π΄Π΅ΡΡΡ, Π²
Π±ΡΠ΄ΡΡΠ΅ΠΌ Π²Ρ Π½Π°ΠΉΠ΄Π΅ΡΠ΅ ΠΏΠΎΠ»ΡΡΡΠ΅ Π΄Π΅Π»ΠΎ, ΡΡΠΎΠ±Ρ Π²ΡΡΠ°Π·ΠΈΡΡ ΡΠ΅Π±Ρ
Π±ΠΎΠ»Π΅Π΅ Π°Π΄Π΅ΠΊΠ²Π°ΡΠ½ΡΠΌ ΡΠΏΠΎΡΠΎΠ±ΠΎΠΌ.
BY Resttt|πππ‘π£πͺπ© ππ€π€π ππ π β |πΎππππππππΌπ|
However, analysts are positive on the stock now. βWe have seen a huge downside movement in the stock due to the central electricity regulatory commissionβs (CERC) order that seems to be negative from 2014-15 onwards but we cannot take a linear negative view on the stock and further downside movement on the stock is unlikely. Currently stock is underpriced. Investors can bet on it for a longer horizon," said Vivek Gupta, director research at CapitalVia Global Research.
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.
πππ²π»π& 33; πππ‘π£πͺπ© ππ€π€π ππ β |πΎππππππππΌπ| from vn