Telecom Sector Quotes

His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

The fact is that one person’s growth stock is another’s value stock. Recently, the investment data company Lipper has reported that Citigroup, AIG and IBM are among the top 15 mutual fund holdings in both the large company “value” and “growth” categories. This brings us to our next point, which perhaps best explains why Marathon should never be labelled as a pure value investor. Our capital cycle process examines the effects of the creative and destructive forces of capitalism over time. A growth stock usually becomes a value stock after excess capital, lured in by large current profitability, brings about a decline in returns. When this becomes extreme, as was the case during the technology bubble, the resultant bust can turn growth stocks into value stocks almost overnight. The telecoms sector provides

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The NASDAQ Composite Index, containing mostly technology shares, soared from 500 in April 1991 to 1,000 in July 1995, surpassing 2,000 in July 1998, and finally peaking at 5,132 in March 2000. The stock market boom reinforced consumer confidence, which also reached new highs, and provided a strong impetus for investment, especially in the booming telecom and high-tech sectors. The next few years confirmed suspicions that the numbers were unreal, as the stock market set new records for declines. In the next two years, $8.5 trillion were wiped off the value of the firms on America’s stock exchange alone—an amount exceeding the annual income of every country in the world, other than the United States. One

Ling’s hard work showed success. Chinese investments flowed in torrents into India’s telecom sector. Half of India’s telecom network ran on Chinese networking equipment. That half of India’s telecom network had become one giant listening outpost for the Chinese intelligence network. Ling was a rising star and he knew it.

The corporate czars we celebrate—with some exceptions—are second or third-generation tycoons who run huge empires comprising dozens of unrelated businesses. Traditional management theory will wonder how a company can be in food, telecom, power, construction and financial sectors all at the same time. However, in India, such conglomerates thrive. The promoters of these companies have the required skill—navigating the Indian government maze. Whether it is obtaining permission to set up a power plant, or to use agricultural land for commercial purposes, or to obtain licences to open a bank or sell liquor—our top business promoters can get all this done, something ordinary Indians would never be able to. This is why they are able to make billions. We then load them with awards, rank them on lists and treat them as role models for the young. In reality, they are hardly icons. They have milked an unfair system for their personal benefit, taking opportunities that would have belonged to the young on a level playing field. Indian companies make money from rent-seeking behaviour, creating artificial barriers of access to regulators, thereby depriving our start-ups of wealth-generating opportunities. None of the recent technologies that have changed the world and created wealth—telecom, computers, aviation—have come out of India. Yet, our promoters have figured out a way to make money from them by bulldozing their way into their share of the pie, rationing out the technology to Indians and setting themselves up as modern-day heroes. In reality, they are no heroes. They are the opposite of cool and, despite their billions, they are what young people call 'losers'. For if they are not losers, why have they never raised their voices against governmental corruption? Our corporate honchos don't think twice before creating a cartel to fleece customers. Yet they have never even thought about creating a cartel to take a stand against corrupt politicians. The Great Indian Social Network, page 16 and 17