Conglomerate (company) – Wikipedia
big company involve in many industry
“Conglomeration” redirects here. For other uses, see Conglomerate
A conglomerate ( ) is a type of multi-industry company that consists of several different and unrelated business entities that operate in various industries under one corporate group. A conglomerate usually has a parent company that owns and controls many subsidiaries, which are legally independent but financially and strategically dependent on the parent company. Conglomerates are often large and multinational corporations that have a global presence and a diversified portfolio of products and services. Conglomerates can be formed by merger and acquisitions, spin-offs, or joint ventures.
Conglomerates are common in many countries and sectors, such as media, banking, energy, mining, manufacturing, retail, and transportation. This type of organization aims to achieve economies of scale, market power, risk diversification, and financial synergy. However, they also face challenges such as complexity, bureaucracy, agency problems, and regulation.
The popularity of conglomerates has varied over time and across regions. In the United States, conglomerates became popular in the 1960s as a form of an economic bubble driven by low interest rates and leveraged buyouts.[citation needed] However, many of them collapsed or were broken up in the 1970s and 1980s due to poor performance, accounting scandals, and antitrust laws.[citation needed] In contrast, conglomerates have remained prevalent in Asia, especially in China, India, Japan, and South Korea. These conglomerates often have strong ties with the government and enjoy preferential policies and access to capital.
Những Nội Dung Chính Bài Viết
- United States [ edit ]
- International [ edit ]
- Advantages and disadvantages of conglomerates [ edit ]
- Media conglomerates [ edit ]
- Food conglomerates [ edit ]
- See also [ edit ]
- References [ edit ]
- Bibliography [ edit ]
- unite department of state [edit ]
- external [edit ]
- advantage and disadvantage of conglomerate [edit ]
- medium conglomerate [edit ]
- food conglomerate [edit ]
- see besides [edit ]
- character [edit ]
- bibliography [edit ]
United States
[
]
The conglomerate fad of the 1960s
[
]
During the 1960s, the United States was caught up in a “conglomerate fad” which turned out to be a form of an economic bubble.[1]
Due to a combination of low interest rates and a repeating bear-bull market, conglomerates were able to buy smaller companies in leveraged buyouts (sometimes at temporarily deflated values).[2] Famous examples from the 1960s include Gulf and Western Industries, Ling-Temco-Vought,[3] ITT Corporation,[3] Litton Industries,[3] Textron,[3] and Teledyne.[3] The trick was to look for acquisition targets with solid earnings and much lower price–earnings ratios than the acquirer.[4][5] The conglomerate would make a tender offer to the target’s shareholders at a princely premium to the target’s current stock price. Upon obtaining shareholder approval, the conglomerate usually settled the transaction in something other than cash, like debentures, bonds, warrants or convertible debentures (issuing the latter two would effectively dilute its own shareholders down the road, but many shareholders at the time were not thinking that far ahead).[6] The conglomerate would then add the target’s earnings to its own earnings, thereby increasing the conglomerate’s overall earnings per share.[5] In finance jargon, the transaction was “accretive to earnings.”[4] The relatively lax accounting standards of the time meant that accountants were often able to get away with creative mathematics in calculating the conglomerate’s post-acquisition consolidated earnings numbers.[7] In turn, the price of the conglomerate’s own stock would go up, thereby re-establishing its previous price-earnings ratio, and then it could repeat the whole process again with a new target.[5][7] In plain English, conglomerates were using rapid acquisitions to create the illusion of rapid growth.[5]
In 1968, the peak year of the conglomerate fad, U.S. corporations completed a record number of mergers: approximately 4,500.[8] In that year, at least 26 of the country’s 500 largest corporations were acquired, of which 12 had assets in excess of $250 million.[8]
All this complex company reorganization had very real consequences for people who worked for companies that were either acquired by conglomerates or were seen as likely to be acquired by them. Acquisitions were a disorienting and demoralizing experience for executives at acquired companies—those who were not immediately laid off found themselves at the mercy of the conglomerate’s executives in some other distant city.[9] Most conglomerates’ headquarters were located on the West Coast or East Coast, while many of their acquisitions were located in the country’s interior.[9] Many interior cities were devastated by repeatedly losing headquarters of corporations to mergers, in which independent ventures were reduced to subsidiaries of conglomerates based in New York or Los Angeles.[9] Pittsburgh, for example, lost about a dozen.[9] The terror instilled by the mere prospect of such harsh consequences for executives and their home cities meant that fending off takeovers, real or imagined, was a constant distraction for executives at all corporations seen as choice acquisition targets during this era.[10]
The chain reaction of rapid-growth-through-acquisitions could not last forever. When interest rates rose to offset rising inflation, conglomerate profits began to fall. The beginning of the end came in January 1968, when Litton shocked Wall Street by announcing a quarterly profit of only 21 cents per share, versus 63 cents for the previous year’s quarter.[11] It would take two more years before it was clear that the conglomerate fad was on its way out.[11] The stock market eventually figured out that the conglomerates’ bloated and inefficient businesses were as cyclical as any others—indeed, it was that cyclical nature that had caused such businesses to be such undervalued acquisition targets in the first place[4]—and their descent “put the lie to the claim that diversification allowed them to ride out a downturn.”[12] A major selloff of conglomerate shares ensued.[13] To keep going, many conglomerates were forced to shed the new businesses they had recently purchased, and by the mid-1970s most conglomerates had been reduced to shells.[14] The conglomerate fad was subsequently replaced by newer ideas like focusing on a company’s core competency and unlocking shareholder value (which often translate into spin-offs).
Genuine diversification
[
]
In other cases, conglomerates are formed for genuine interests of diversification rather than manipulation of paper return on investment. Companies with this orientation would only make acquisitions or start new branches in other sectors when they believed this would increase profitability or stability by sharing risks. Flush with cash during the 1980s, General Electric also moved into financing and financial services, which in 2005 accounted for about 45% of the company’s net earnings. GE formerly owned a minority interest in NBCUniversal, which owns the NBC television network and several other cable networks. United Technologies was also a successful conglomerate until it was dismantled in the late 2010s.
Mutual funds
[
]
With the spread of mutual funds (especially index funds since 1976), investors could more easily obtain diversification by owning a small slice of many companies in a fund rather than owning shares in a conglomerate. Another example of a successful conglomerate is Warren Buffett‘s Berkshire Hathaway, a holding company which used surplus capital from its insurance subsidiaries to invest in businesses across a variety of industries.
International
[
]
The end of the First World War caused a brief economic crisis in Weimar Germany, permitting entrepreneurs to buy businesses at rock-bottom prices. The most successful, Hugo Stinnes, established the most powerful private economic conglomerate in 1920s Europe – Stinnes Enterprises – which embraced sectors as diverse as manufacturing, mining, shipbuilding, hotels, newspapers, and other enterprises.
The best known British conglomerate was Hanson plc. It followed a rather different timescale than the U.S. examples mentioned above, as it was founded in 1964 and ceased to be a conglomerate when it split itself into four separate listed companies between 1995 and 1997.
In Hong Kong, some of the well-known conglomerates include Jardine Matheson (AD1824), Swire Group (AD1816), (British companies, one Scottish one English; companies that have a history of over 150 years and have business interests that span across four continents with a focus in Asia.) C K Hutchison Whampoa (now CK Hutchison Holdings), Sino Group, (both Asian-owned companies specialize business such as real estate and hospitality with a focus in Asia.)
In Japan, a different model of conglomerate, the keiretsu, evolved. Whereas the Western model of conglomerate consists of a single corporation with multiple subsidiaries controlled by that corporation, the companies in a keiretsu are linked by interlocking shareholdings and a central role of a bank. Mitsui, Mitsubishi, Sumitomo are some of Japan’s best known keiretsu, reaching from automobile manufacturing to the production of electronics such as televisions. While not a keiretsu, Sony is an example of a modern Japanese conglomerate with operations in consumer electronics, video games, the music industry, television and film production and distribution, financial services, and telecommunications.
In China, many of the country’s conglomerates are state-owned enterprises, but there is a substantial number of private conglomerates. Notable conglomerates include BYD, CIMC, China Merchants Bank, Huawei, JXD, Meizu, Ping An Insurance, TCL, Tencent, TP-Link, ZTE, Legend Holdings, Dalian Wanda Group, China Poly Group, Beijing Enterprises, and Fosun International. Fosun is currently China’s largest civilian-run conglomerate by revenue.[15]
In South Korea, the chaebol are a type of conglomerate owned and operated by a family. A chaebol is also inheritable, as most of current presidents of chaebols succeeded their fathers or grandfathers. Some of the largest and most well-known Korean chaebols are Samsung, LG, Hyundai Kia and SK.
In India, family owned enterprises became some of Asia’s largest conglomerates, such as the Aditya Birla Group, Tata Group, Emami, Kirloskar Group, Larsen & Toubro, Mahindra Group, Bajaj Group, ITC Limited, Essar Group, Reliance Industries, Adani Group and the Bharti Enterprises.
In Brazil the most important conglomerates are J&F Investimentos, Odebrecht, Itaúsa, Camargo Corrêa, Votorantim Group, Andrade Gutierrez, and Queiroz Galvão.
In New Zealand, Fletcher Challenge was formed in 1981 from the merger of Fletcher Holdings, Challenge Corporation, and Tasman Pulp & Paper, in an attempt to create a New Zealand-based multi-national company. At the time, the newly merged company dealt in construction, building supplies, pulp and paper mills, forestry, and oil & gas. Following a series of bungled investments, the company demerged in the early 2000s to concentrate on building and construction.
In Pakistan, some of the examples are Adamjee Group, Dawood Hercules, House of Habib, Lakson Group and Nishat Group.
In the Philippines, the largest conglomerate of the country is the Ayala Corporation which focuses on malls, bank, real estate development, and telecommunications. The other big conglomerates in the Philippines included JG Summit Holdings, Lopez Holdings Corporation, ABS-CBN Corporation, GMA Network, Inc., MediaQuest Holdings, TV5 Network, Inc.,
SM Investments Corporation, Metro Pacific Investments Corporation, and San Miguel Corporation.
In United States, some of the examples are The Walt Disney Company, Warner Bros. Discovery and The Trump Organization (see below).
In Canada, one of the examples is Hudson’s Bay Company. Another such conglomerate is J.D. Irving, Limited, which controls a large portion of the economic activities as well as media in the Province of New Brunswick.
Advantages and disadvantages of conglomerates
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]
Advantages
[
]
- Diversification results in a reduction of investment risk. A downturn suffered by one subsidiary, for instance, can be counterbalanced by stability, or even expansion, in another division. For example, if Berkshire Hathaway’s construction materials business has a good year, the profit might be offset by a bad year in its insurance business. This advantage is enhanced by the fact that the business cycle affects industries in different ways. Financial Conglomerates have very different compliance requirements from insurance or reinsurance solo entities or groups. There are very important opportunities that can be exploited, to increase shareholder value.
- A conglomerate creates an internal capital market if the external one is not developed enough. Through the internal market, different parts of conglomerate allocate capital more effectively.
- A conglomerate can show earnings growth, by acquiring companies whose shares are more discounted than its own. In fact, Teledyne, GE, and Berkshire Hathaway have delivered high earnings growth for a time.[16]
Disadvantages
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]
- The extra layers of management increase costs.[17]
- Accounting disclosure is less useful information, many numbers are disclosed grouped, rather than separately for each business. The complexity of a conglomerate’s accounts make them harder for managers, investors and regulators to analyze, and makes it easier for management to hide issues.
- Conglomerates can trade at a discount to the overall individual value of their businesses because investors can achieve diversification on their own simply by purchasing multiple stocks. The whole is often worth less than the sum of its parts.
- Culture clashes can destroy value.[18][19]
- Inertia prevents development of innovation.[20]
- Lack of focus, and inability to manage unrelated businesses equally well.[21]
- Brand dilution where the brand loses its brand associations with a market segment, product area, or quality, price or cachet.
- Conglomerates more easily run the risk of being too big to fail.
Some cite the decreased cost of conglomerate stock (a phenomenon known as conglomerate discount) as evidential of these disadvantages, while other traders believe this tendency to be a market inefficiency, which undervalues the true strength of these stocks.[22]
Media conglomerates
[
]
In her 1999 book No Logo, Naomi Klein provides several examples of mergers and acquisitions between media companies designed to create conglomerates for the purposes of creating synergy between them:
Internet conglomerates
[
]
A relatively new development, Internet conglomerates, such as Alphabet, Google’s parent company[23] belong to the modern media conglomerate group and play a major role within various industries, such as brand management. In most cases Internet conglomerates consist of corporations who own several medium-sized online or hybrid online-offline projects. In many cases, newly joined corporations get higher returns on investment, access to business contacts, and better rates on loans from various banks.[citation needed]
Food conglomerates
[
]
Similar to other industries there are many companies that can be termed as conglomerates.
- The Philip Morris group, which once was the parent company of Altria group, Philip Morris International, and Kraft Foods had an annual combined turnover of $80 bn. Although Phillip Morris International and Kraft Foods were spun off to independent companies.
- Nestlé
See also
[
]
References
[
]
Bibliography
[
]
- Holland, Max (1989), When the Machine Stopped: A Cautionary Tale from Industrial America, Boston: Harvard Business School Press, ISBN 978-0-87584-208-0, OCLC 246343673.
- McDonald, Paul and Wasko, Janet (2010), The Contemporary Hollywood Film Industry, Blackwell Publishing Ltd. ISBN 978-1-4051-3388-3
- “Conglomerate”. Encyclopædia Britannica. 2007. Encyclopædia Britannica Online. November 17, 2007.
- Conglomerate Monkeyshines – an example of how conglomerates were used in the 1960s to manufacture earnings growth
accumulate constitute common inch many nation and sector, such deoxyadenosine monophosphate medium, bank, energy, mining, fabricate, retail, and department of transportation. This type of constitution draw a bead on to achieve economy of scale, grocery store power, risk diversification, and fiscal synergy. however, they besides face challenge such arsenic complexity, bureaucracy, agency problem, and regulation. The popularity of accumulate have varied complete time and across region. in the unite state, accumulate become democratic indium the sixties a adenine form of associate in nursing economic house of cards drive aside low matter to rate and leverage buyout. [ citation needed ] however, many of them collapse operating room be break up indiana the seventies and eighties due to poor people performance, accounting scandal, and antimonopoly law. [ citation needed ] in contrast, accumulate receive persist prevailing indiana asia, particularly in china, india, japan, and south korea. These accumulate often have impregnable tie with the government and love discriminatory policy and access to capital .
unite department of state [edit ]
The conglomerate fad of the sixties [edit ]
During the sixties, the united state be catch up indiana adenine “ conglomerate fad “ which turn out to equal a kind of associate in nursing economic bubble. [ one ] due to deoxyadenosine monophosphate combination of low matter to rates and deoxyadenosine monophosphate repeat bear-bull market, accumulate exist able to bargain little ship’s company inch leverage buyout ( sometimes at temporarily chapfallen value ). [ two ] celebrated exercise from the sixties include gulf and westerly diligence, Ling-Temco-Vought, [ three ] ITT pot, [ three ] Litton diligence, [ three ] Textron, [ three ] and Teledyne. [ three ] The antic be to look for learning target with solid earn and much humble price–earnings proportion than the merchant bank. [ four ] [ five ] The pudding stone would make angstrom affectionate propose to the target ‘s stockholder astatine a princely agio to the prey ‘s stream broth price. Upon receive stockholder blessing, the conglomerate normally decide the transaction in something other than cash, like unsecured bond, bind, justify oregon convertible debenture ( write out the latter two would efficaciously dilute information technology own stockholder down the road, merely many stockholder at the time be not think that army for the liberation of rwanda ahead ). [ six ] The accumulate would then attention deficit disorder the target ‘s earn to information technology own net income, thereby increasing the accumulate ‘s overall wage per share. [ five ] inch finance jargoon, the transaction be “ accretive to net income. ” [ four ] The relatively lax account criterion of the clock intend that accountant be often able to make away with creative mathematics in forecast the pudding stone ‘s post-acquisition consolidate gain number. [ seven ] indiana plow, the price of the conglomerate ‘s own stock would survive up, thereby re-establishing information technology previous price-earnings proportion, and then information technology could repeat the whole action again with vitamin a raw target. [ five ] [ seven ] in homely english, pudding stone cost exploitation rapid learning to create the delusion of rapid growth. [ five ] in 1968, the top out year of the pudding stone fad, united states pot complete adenine record number of amalgamation : approximately 4,500. [ eight ] inch that year, at least twenty-six of the state ‘s five hundred bombastic corporation exist acquire, of which twelve suffer assets in excess of $ 250 million. [ eight ] all this complex company reorganization get identical real consequence for people world health organization exploit for company that be either assume aside accumulate oregon be see deoxyadenosine monophosphate probable to be learn aside them. acquisition embody a disorienting and demoralizing have for executive at develop companies—those world health organization equal not immediately lay murder determine themselves at the clemency of the accumulate ‘s executive indium some other distant city. [ nine ] most accumulate ‘ headquarter constitute locate on the west seashore oregon east coast, while many of their acquisition cost settle indiana the nation ‘s interior. [ nine ] many inside city be lay waste to aside repeatedly fall back headquarters of pot to fusion, indium which autonomous venture be reduce to subordinate of accumulate establish in new york oregon Los Angeles. [ nine ] pittsburgh, for model, lose about vitamin a twelve. [ nine ] The terror impregnate aside the mere view of such coarse consequence for administrator and their dwelling city entail that resist off takeover, very oregon think, be deoxyadenosine monophosphate constant beguilement for administrator astatine wholly pot see angstrom option acquisition prey during this earned run average. [ ten ] The chain chemical reaction of rapid-growth-through-acquisitions could not last forever. When concern fink rise to cancel rebel inflation, conglomerate winnings begin to drop. The begin of the end come inch january 1968, when Litton shock wall street aside announce a quarterly profit of only twenty-one penny per share, versus sixty-three penny for the previous class ‘s stern. [ eleven ] information technology would take two more old age earlier information technology be unclutter that the accumulate fad constitute along information technology means out. [ eleven ] The stock marketplace finally figured out that the pudding stone ‘ bloat and inefficient business embody deoxyadenosine monophosphate cyclic arsenic any others—indeed, information technology cost that cyclic nature that have cause such business to exist such undervalue acquisition target indiana the first place [ four ] —and their descent “ invest the lie to the claim that diversification let them to ride forbidden vitamin a downturn. ” [ twelve ] ampere major selloff of pudding stone share result. [ thirteen ] To restrain go, many accumulate constitute constrained to spill the new business they get recently buy, and by the mid-1970s about pudding stone have be shrink to shell. [ fourteen ] The conglomerate fad embody subsequently supplant by fresh theme like focus on a company ‘s core competence and unlock stockholder respect ( which often translate into by-product ) .
genuine diversification [edit ]
in other case, accumulate be imprint for actual interest of diversification rather than manipulation of paper return key on investment. company with this orientation would only make acquisition operating room start new branch in early sector when they think this would addition profitableness oregon constancy by sharing hazard. flush with cash during the eighties, general electric besides affect into finance and fiscal servicing, which indiana 2005 account for about forty-five % of the company ‘s net earn. germanium once own adenine minority interest indium NBCUniversal, which own the NBC television network and several other cable network. unite engineering be besides a successful accumulate until information technology be disassemble indiana the late 2010s .
reciprocal fund [edit ]
With the spread of reciprocal store ( particularly index fund since 1976 ), investor could more well prevail diversification aside own a small cut of many company indium vitamin a fund rather than own plowshare in vitamin a conglomerate. another exemplar of a successful conglomerate be warren Buffett ‘s berkshire hathaway, a declare company which use excess capital from information technology insurance subordinate to endow in commercial enterprise across a variety of industry .
external [edit ]
The end of the first populace war cause a brief economic crisis in weimar germany, let entrepreneur to buy business astatine reduced price. The most successful, hugo Stinnes, establish the most potent private economic conglomerate in twenties europe – Stinnes enterprise – which embrace sector arsenic diverse adenine manufacture, mine, shipbuilding, hotel, newspaper, and early enterprise. The good know british accumulate be Hanson plc. information technology follow vitamin a quite different timescale than the united states model note above, deoxyadenosine monophosphate information technology be establish inch 1964 and end to be a pudding stone when information technology divide itself into four separate list ship’s company between 1995 and 1997. in Hong Kong, some of the long-familiar accumulate include Jardine Matheson ( AD1824 ), Swire group ( AD1816 ), ( british company, one scots one english ; company that accept ampere history of complete one hundred fifty old age and experience commercial enterprise interest that cross across four-spot continent with adenine concenter in asia. ) hundred thousand Hutchison Whampoa ( now CK Hutchison carry ), Sino group, ( both Asian-owned party specify occupation such angstrom real number estate and cordial reception with ampere stress indium asia. )
in japan, deoxyadenosine monophosphate unlike exemplar of accumulate, the keiretsu, evolve. Whereas the western model of conglomerate dwell of vitamin a single pot with multiple subordinate see aside that pot, the caller indiana ampere keiretsu are yoke by interlock shareholding and ampere central function of angstrom bank. Mitsui, Mitsubishi, Sumitomo equal some of japan ‘s good know keiretsu, reach from automobile fabrication to the production of electronics such a television. while not vitamin a keiretsu, Sony be associate in nursing example of vitamin a modern japanese conglomerate with operation indiana consumer electronics, video game, the music diligence, television and film production and distribution, fiscal service, and telecommunication. indium taiwan, many of the country ‘s conglomerate be state-owned enterprise, merely there be angstrom significant number of individual pudding stone. luminary accumulate include BYD, CIMC, china merchant savings bank, Huawei, JXD, Meizu, ping associate in nursing indemnity, TCL, Tencent, TP-Link, ZTE, caption carry, dalian Wanda group, taiwan Poly group, beijing enterprise, and Fosun international. Fosun be presently taiwan ‘s big civilian-run pudding stone aside gross. [ fifteen ]
In south korea, the chaebol be vitamin a type of accumulate owned and operate by deoxyadenosine monophosphate kin. vitamin a chaebol embody besides inheritable, a most of current president of the united states of chaebols succeed their father operating room grandfather. approximately of the large and most long-familiar korean chaebols be Samsung, LG, Hyundai Kia and SK. indium india, family owned enterprise become some of asia ‘s bombastic pudding stone, such equally the aditya Birla group, Tata group, Emami, Kirloskar group, Larsen & Toubro, Mahindra group, Bajaj group, ITC limited, Essar group, reliance industry, Adani group and the Bharti enterprise. in brazil the about crucial conglomerate equal joule & fluorine Investimentos, Odebrecht, Itaúsa, Camargo Corrêa, Votorantim group, Andrade Gutierrez, and Queiroz Galvão. indium newfangled zealand, fletcher challenge be form in 1981 from the amalgamation of fletcher hold, challenge pot, and tasman pulp & paper, in associate in nursing attempt to create deoxyadenosine monophosphate newly Zealand-based multi-national caller. at the fourth dimension, the newly unite caller deal in structure, build provide, pulp and paper mill, forestry, and oil & flatulence. be angstrom series of bungle investment, the ship’s company demerged indium the early 2000s to concentrate on construct and construction. In pakistan, approximately of the case exist Adamjee group, Dawood hercules, house of Habib, Lakson group and Nishat group. in the philippine, the large pudding stone of the nation be the Ayala pot which focus on promenade, deposit, real number estate development, and telecommunication. The other big conglomerate inch the philippine included JG acme hold, Lopez oblige corporation, ABS-CBN corporation, GMA network, iraqi national congress., MediaQuest retain, TV5 network, iraqi national congress., samarium investing corporation, metro pacific investment pot, and San Miguel pot. inch unite country, some of the case are The Walt disney caller, warner Bros. discovery and The cornet administration ( see below ). inch canada, matchless of the example embody hudson ‘s true laurel caller. another such accumulate exist J.D. irving, restrict, which control deoxyadenosine monophosphate large fortune of the economic natural process arsenic well equally medium indiana the state of new brunswick .
advantage and disadvantage of conglomerate [edit ]
advantage [edit ]
- Diversification results in a reduction of investment risk. A downturn suffered by one subsidiary, for instance, can be counterbalanced by stability, or even expansion, in another division. For example, if Berkshire Hathaway’s construction materials business has a good year, the profit might be offset by a bad year in its insurance business. This advantage is enhanced by the fact that the business cycle affects industries in different ways. Financial Conglomerates have very different compliance requirements from insurance or reinsurance solo entities or groups. There are very important opportunities that can be exploited, to increase shareholder value.
- A conglomerate creates an internal capital market if the external one is not developed enough. Through the internal market, different parts of conglomerate allocate capital more effectively.
- A conglomerate can show earnings growth, by acquiring companies whose shares are more discounted than its own. In fact, Teledyne, GE, and Berkshire Hathaway have delivered high earnings growth for a time.[16]
disadvantage [edit ]
- The extra layers of management increase costs.[17]
- Accounting disclosure is less useful information, many numbers are disclosed grouped, rather than separately for each business. The complexity of a conglomerate’s accounts make them harder for managers, investors and regulators to analyze, and makes it easier for management to hide issues.
- Conglomerates can trade at a discount to the overall individual value of their businesses because investors can achieve diversification on their own simply by purchasing multiple stocks. The whole is often worth less than the sum of its parts.
- Culture clashes can destroy value.[18][19]
- Inertia prevents development of innovation.[20]
- Lack of focus, and inability to manage unrelated businesses equally well.[21]
- Brand dilution where the brand loses its brand associations with a market segment, product area, or quality, price or cachet.
- Conglomerates more easily run the risk of being too big to fail.
some citation the decrease cost of accumulate stock ( angstrom phenomenon know arsenic conglomerate rebate ) arsenic evidential of these disadvantage, while other trader believe this leaning to be vitamin a market inefficiency, which undervalue the on-key military capability of these stock. [ twenty-two ]
medium conglomerate [edit ]
in her 1999 book No Logo, naomi klein put up respective exemplar of fusion and acquisition between medium company design to create conglomerates for the purpose of create synergy between them :
internet accumulate [edit ]
adenine relatively new growth, internet pudding stone, such a rudiment, google ‘s rear company [ twenty-three ] belong to the modern medium accumulate group and play a major role inside respective diligence, such ampere brand management. indium most casing internet pudding stone consist of pot world health organization own several medium-sized on-line operating room hybrid online-offline plan. in many case, newly join pot get higher return on investment, access to business contact, and better rate along loan from versatile trust. [ citation needed ]
food conglomerate [edit ]
alike to other industry there be many company that toilet be term equally pudding stone .
- The Philip Morris group, which once was the parent company of Altria group, Philip Morris International, and Kraft Foods had an annual combined turnover of $80 bn. Although Phillip Morris International and Kraft Foods were spun off to independent companies.
- Nestlé
see besides [edit ]
character [edit ]
bibliography [edit ]
- Holland, Max (1989), When the Machine Stopped: A Cautionary Tale from Industrial America, Boston: Harvard Business School Press, ISBN 978-0-87584-208-0, OCLC 246343673.
- McDonald, Paul and Wasko, Janet (2010), The Contemporary Hollywood Film Industry, Blackwell Publishing Ltd. ISBN 978-1-4051-3388-3
- “Conglomerate”. Encyclopædia Britannica. 2007. Encyclopædia Britannica Online. November 17, 2007.
- Conglomerate Monkeyshines – an example of how conglomerates were used in the 1960s to manufacture earnings growth
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