Saber (To Know)

#reworked #tysilynsblog #guiltyconscience

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Original Pic Via Common Sense Evaluation

How to be Naughty and Nice
Facts are not honest truths but sometimes bought opinions and honest lies because fear lies …. is deep within

The reason why a Project fails is because after the initial Research, Consultation sought and advice given comes the implementation, if you fail to implement an idea to completion the project is a failure in deed.

An idea only exists in thought and when implemented it becomes real. The unreal becomes real

Sometimes the price looks good on packaging of a tall container but the value it gives is not comparable in quantity. It’s a way of marketing and consumer behavior tactics

Pete was a kind boy. He lived with his uncle and aunt. His parents died when he was a baby.

He was an orphan.

“Mum, I have done the house chores. Now I want to go to play football, I’m taking the car” said Pete to his aunt.

“Yes, Son. But please be careful while you drive. And don’t drive rash and spend too much time there. After you have finished, come home immediately,” said his aunt.

“I will, Mum,” said Pete.

Pete then rushed to the car. His aunt watched him go.

On the way to the ground, Pete sang a song in the car. He was a truly humble and a polite boy. He greeted people he met. In return, people greeted him back warmly. Everybody in the town knew him. Pete was a handsome boy.

When Pete arrived at the ground, he immediately put on his football shoes. Then started to warm up. One by one the others started to come in and warm up.

While warming up, a girl rushed by his side and jogged right beside him. Pete did not see the beautiful girl; he was too busy thinking about football.

“Pete, please help me. I’m stuck in a rut and beaten daily by a nut”. Pete did not believe what he heard. But being curious, he then looked at her scars.

“A beautiful girl? Why is she in a rut?” He then took the girl out.

He wanted to free her. But she said “Don’t be afraid Pete, don’t feel rushed by the water that accidentally went inside.”

“Pete, I have known you for a long time. Every time you come to the ground, I have always watched you. Pete, you are very handsome. I’m in love with you. Will you marry me?”

Pete was surprised. He never thought that a girl would propose to him. He then said, “I will marry you. But you have to leave this home and live with me, my dad and mum on the land. I will work hard to be a blessing to you and the world around us,” said Pete.

The girl agreed. Then they got married and lived happily ever after.

Pete exist as a shadow of protection and as a companion
Catching the Dragon makes some very proud and they do it for fame

Grandpa wants to help his grandson, Pete

Pete feels human emotion like me and understands the meaning of needs and wants

Pete will even endanger his life to save those whom he loves and protect those that they love

He can understand without speaking – through the mind

Pete is transparent and can disappear to hide and camouflage unlike us but he exist

Everything of the people he loves is accounted for and kept safe for his family and only the very bravest boy can see Pete and their family

The Dragon is Pete and Pete is the Dragon for when he roars, he roars like the dragon to scare the bear cause Pete’s the bravest boy I’ve ever known ❤

13 PCs not items the difference between 13 bags of 500 gems and 23 Gems in a 1 Kg Bag Priced ?

Ok I’ll be profession but not legal

You don’t win wars giving up your life

But you can give up your life to save lives

Angels Thank You for watching over me

The Harmonized Commodity Description and Coding System, also known as the Harmonized System (HS) of tariff nomenclature is an internationally standardized system of names and numbers to classify traded products. It came into effect in 1988 and has since been developed and maintained by the World Customs Organization (WCO) (formerly the Customs Co-operation Council), an independent intergovernmental organization based in Brussels, Belgium, with over 200 member countries.

Wag I learned something new WCOOMD

Regulations OMG 😲 Trump us right – Reduce to 75%

We don’t want to become hunch back of Ananke

There’s a law you know they can’t use their authority to boss over the general public without reason

Shareholders for both companies approved the merger on 8 Feb 2017.

Competition law is a law that promotes or seeks to maintain market competition by regulating anti-competitive conduct by companies. Competition law is implemented through public and private enforcement.

Competition law is known as anti-trust law in the United States, and as anti-monopoly law in Chin and Russia. In previous years it has been known as trade practices law in the United Kingdom and Australia. In the European Union, it is referred to as both antitrust and competition law.

“No person engaged in commerce or in any activity affecting commerce shall acquire, directly or indirectly, the whole or any part of the stock or other share capital and no person subject to the jurisdiction of the Federal Trade Commission shall acquire the whole or any part of the assets of another person engaged also in commerce or in any activity affecting commerce, where in any line of commerce or in any activity affecting commerce in any section of the country, the effect of such acquisition may be substantially to lessen competition, or to tend to create a monopoly.”

Clayton Act 1914 §7 read pre merger notification 

Horizontal integration is the process of a company increasing production of goods or services at the same part of the supply chain. A company may do this via internal expansion, acquisition or merge.

The process can lead to monopoly if a company captures the vast majority of the market for that product or service.
Horizontal integration is orthogonal to vertical integration, where companies integrate multiple stages of production of a small number of production units.

In microeconomics and management, vertical integration is an arrangement in which the supply chain of a company is owned by that company. Usually each member of the supply chain produces a different product or (market-specific) service, and the products combine to satisfy a common need. It is contrasted with horizontal integration, wherein a company produces several items which are related to one another. Vertical integration has also described management styles that bring large portions of the supply chain not only under a common ownership, but also into one corporation (as in the 1920s when the Ford River Rouge Complex began making much of its own steel rather than buying it from suppliers).

Vertical integration is one method of avoiding the hold-up problem. A monopoly produced through vertical integration is called a vertical monopoly.

Vertical integration is the degree to which a firm owns its upstream suppliers and its downstream buyers. Contrary to horizontal integration, which is a consolidation of many firms that handle the same part of the production process, vertical integration is typified by one firm engaged in different parts of production (e.g., growing raw materials, manufacturing, transporting, marketing, and/or retailing).

There are three varieties: backward (upstream) vertical integration, forward (downstream) vertical integration, and balanced (both upstream and downstream) vertical integration.

A company exhibits backward vertical integration when it controls subsidiaries that produce some of the inputs used in the production of its products. For example, an automobile company may own a tire company, a glass company, and a metal company. Control of these three subsidiaries is intended to create a stable supply of inputs and ensure a consistent quality in their final product. It was the main business approach of Ford and other car companies in the 1920s, who all sought to minimize costs by integrating the production of cars and car parts, as exemplified in the Ford River Rouge Complex.

A company tends toward forward vertical integration when it controls distribution centers and retailers where its products are sold. Read More Here. Vertical integration

A conglomerate merger is “any merger that is not horizontal or vertical; in general, it is the combination of firms in different industries or firms operating in different geographic areas”. Conglomerate mergers can serve various purposes, including extending corporate territories and extending a product range. One example of a conglomerate merger was the merger between the Walt Disney Company and the American Broadcasting Company.

Because a conglomerate merger is one between two strategically unrelated firms, it is unlikely that the economic benefits will be generated for the target or the bidder. As such, conglomerate mergers seldom occur today. However, conglomerate mergers were popular in the U.S. in the 1960s and 1970s. Many conglomerate mergers are divested shortly after they are completed.

Monopoly and power

“Every person who shall monopolize, or attempt to monopolize, or combine or conspire with any other person or persons, to monopolize any part of the trade or commerce among the several States, or with foreign nations, shall be deemed guilty of a felony, and, on conviction thereof, shall be punished by fine not exceeding $100,000,000 if a corporation, or, if any other person, $1,000,000, or by imprisonment not exceeding 10 years, or by both said punishments, in the discretion of the court.”

Sherman Act 1890 §2
A monopoly is a structure in which a single supplier produces and sells a given product. If there is a single seller in a certain market and there are no close substitutes for the product, then the market structure is that of a “pure monopoly”. Sometimes, there are many sellers in an industry and/or there exist many close substitutes for the goods being produced, but nevertheless companies retain some market power. This is termed monopolistic competition, whereas in oligopoly the companies interact strategically.

From a legal point of view, a merger is a legal consolidation of two entities into one entity, whereas an acquisition occurs when one entity takes ownership of another entity’s stock, equity interests or assets. From a commercial and economic point of view, both types of transactions generally result in the consolidation of assets and liabilities under one entity, and the distinction between a “merger” and an “acquisition” is less clear. A transaction legally structured as a merger may have the effect of placing one party’s business under the indirect ownership of the other party’s shareholders, while a transaction legally structured as an acquisition may give each party’s shareholders partial ownership and control of the combined enterprise. A deal may be euphemistically called a “merger of equals” if both CEOs agree that joining together is in the best interest of both of their companies, while when the deal is unfriendly (that is, when the management of the target company opposes the deal) it may be regarded as an “acquisition”.

An acquisition or takeover is the purchase of one business or company by another company or other business entity. Such purchase may be of 100%, or nearly 100%, of the assets or ownership equity of the acquired entity. Consolidation occurs when two companies combine to form a new enterprise altogether, and neither of the previous companies remains independently. Acquisitions are divided into “private” and “public” acquisitions, depending on whether the acquiree or merging company (also termed a target) is or is not listed on a public stock market. Some public companies rely on acquisitions as an important value creation strategy. An additional dimension or categorization consists of whether an acquisition is friendly or hostile.

Achieving acquisition success has proven to be very difficult, while various studies have shown that 50% of acquisitions were unsuccessful. “Serial acquirers” appear to be more successful with M&A than companies who only make an acquisition occasionally (see Douma & Schreuder, 2013, chapter 13). The new forms of buy out created since the crisis are based on serial type acquisitions known as an ECO Buyout which is a co-community ownership buy out and the new generation buy outs of the MIBO (Management Involved or Management & Institution Buy Out) and MEIBO (Management & Employee Involved Buy Out).

Whether a purchase is perceived as being a “friendly” one or “hostile” depends significantly on how the proposed acquisition is communicated to and perceived by the target company’s board of directors, employees and shareholders. It is normal for M&A deal communications to take place in a so-called “confidentiality bubble” wherein the flow of information is restricted pursuant to confidentiality agreements. In the case of a friendly transaction, the companies cooperate in negotiations; in the case of a hostile deal, the board and/or management of the target is unwilling to be bought or the target’s board has no prior knowledge of the offer. Hostile acquisitions can, and often do, ultimately become “friendly”, as the acquiror secures endorsement of the transaction from the board of the acquiree company. This usually requires an improvement in the terms of the offer and/or through negotiation.

“Acquisition” usually refers to a purchase of a smaller firm by a larger one. Sometimes, however, a smaller firm will acquire management control of a larger and/or longer-established company and retain the name of the latter for the post-acquisition combined entity. This is known as a reverse takeover. Another type of acquisition is the reverse merger, a form of transaction that enables a private company to be publicly listed in a relatively short time frame. A reverse merger occurs when a privately held company (often one that has strong prospects and is eager to raise financing) buys a publicly listed shell company, usually one with no business and limited assets.

The combined evidence suggests that the shareholders of acquired firms realize significant positive “abnormal returns” while shareholders of the acquiring company are most likely to experience a negative wealth effect. The overall net effect of M&A transactions appears to be positive: almost all studies report positive returns for the investors in the combined buyer and target firms. This implies that M&A creates economic value, presumably by transferring assets to management teams that operate them more efficiently (see Douma & Schreuder, 2013, chapter 13).

There are also a variety of structures used in securing control over the assets of a company, which have different tax and regulatory implications:

The buyer buys the shares, and therefore control, of the target company being purchased. Ownership control of the company in turn conveys effective control over the assets of the company, but since the company is acquired intact as a going concern, this form of transaction carries with it all of the liabilities accrued by that business over its past and all of the risks that company faces in its commercial environment.
The buyer buys the assets of the target company. The cash the target receives from the sell-off is paid back to its shareholders by dividend or through liquidation. This type of transaction leaves the target company as an empty shell, if the buyer buys out the entire assets. A buyer often structures the transaction as an asset purchase to “cherry-pick” the assets that it wants and leave out the assets and liabilities that it does not. This can be particularly important where foreseeable liabilities may include future, unquantified damage awards such as those that could arise from litigation over defective products, employee benefits or terminations, or environmental damage. A disadvantage of this structure is the tax that many jurisdictions, particularly outside the United States, impose on transfers of the individual assets, whereas stock transactions can frequently be structured as like-kind exchanges or other arrangements that are tax-free or tax-neutral, both to the buyer and to the seller’s shareholders.

The terms “demerger”, “spin-off” and “spin-out” are sometimes used to indicate a situation where one company splits into two, generating a second company which may or may not become separately listed on a stock exchange.

As per knowledge-based views, firms can generate greater values through the retention of knowledge-based resources which they generate and integrate.[7] Extracting technological benefits during and after acquisition is ever challenging issue because of organizational differences. Based on the content analysis of seven interviews authors concluded five following components for their grounded model of acquisition:

Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.

For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.

Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.

Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.

Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.

An increase in acquisitions in the global business environment requires enterprises to evaluate the key stake holders of acquisition very carefully before implementation. It is imperative for the acquirer to understand this relationship and apply it to its advantage. Employee retention is only possible when resources are exchanged and managed without affecting their independence.

First ensure your best are retained even if it means a Sal Hike or Promo do it. Coz if your best are unhappy they will not support you through the M&A and you need them to be geared up for the change.

One of your major downfalls TD as you started to gain control and grow we get greedy and forgot the ones that supported us to help reach us where we are.

Retrenchment Strategies: When a firms position is disappointing or, at the extreme, when its survival is at stake then retrenchment strategies may be appropriate. Retrenchment strategies include: Turnaround strategies, Captive company strategy, divestment strategy, transformation strategy and liquidation strategy.

The Game AMERICAN Monopoly Explains Clearly :

Bankruptcy :

A players who loans more than he owns is bankrupt he must turnover, to his creditor all that he has of value and from the game, in making the settlement, however if he owns house or hotels these are returned to the bank in exchange for money to the extent of one half of their cost as player turns over to the creditor property that has been mortgaged, if a bankrupt player turns over to the creditor property, that has been mortgaged, the new owner must once pay the bank 10% interest in the loan. At the American’s time he may at his option release the property from mortgage by paying the principal.

It’s like ordering a pizza eating the whole thing while your family looks at you hungrily 😟🙄

What an AHole ! No Heart ❤️

I want 🍕 not your opinion

Or like Pete would do is eat a slab of Chocolate 🍫 on the can. While she would innocently tapped on the door pleading ‘share please I seen the bar in your hand. The perils of being the younger one 🤣’

See Also :

(CC) 2017 Tysilyn Fernandez


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