Business capital – Angil http://angil.org/ Fri, 16 Jul 2021 20:44:57 +0000 en-US hourly 1 https://wordpress.org/?v=5.7.2 http://angil.org/wp-content/uploads/2021/06/icon-2021-06-29T195041.460-150x150.png Business capital – Angil http://angil.org/ 32 32 Consolidated Communications Receives All Regulatory Approvals From State PUC For Investment From Searchlight Capital Partners http://angil.org/consolidated-communications-receives-all-regulatory-approvals-from-state-puc-for-investment-from-searchlight-capital-partners/ http://angil.org/consolidated-communications-receives-all-regulatory-approvals-from-state-puc-for-investment-from-searchlight-capital-partners/#respond Fri, 16 Jul 2021 20:00:00 +0000 http://angil.org/consolidated-communications-receives-all-regulatory-approvals-from-state-puc-for-investment-from-searchlight-capital-partners/ MATTOON, Illinois – (COMMERCIAL THREAD) – Consolidated Communications (NASDAQ: CNSL) (the “Company”) announced today that it has received all regulatory approvals from the Public Utilities Commission (PUC) required for the conversion of the conditional payment right (the “ CPR ”) issued by the Company to an affiliate of Searchlight Capital Partners, LP (“ Searchlight ”) […]]]>

MATTOON, Illinois – (COMMERCIAL THREAD) – Consolidated Communications (NASDAQ: CNSL) (the “Company”) announced today that it has received all regulatory approvals from the Public Utilities Commission (PUC) required for the conversion of the conditional payment right (the “ CPR ”) issued by the Company to an affiliate of Searchlight Capital Partners, LP (“ Searchlight ”) in connection with Searchlight’s previously announced investment in the Company (the“ Investment ”). By obtaining all the state-required PUC regulatory approvals, the CPR has now converted into an additional number of ordinary shares of the Company, which together with the shares issued to Searchlight upon completion of the first stage of the investment on October 2, 2020, constitutes approximately 24.5% of the outstanding shares of the Company.

“Our fully funded fiber expansion plan is getting off to a quick start,” said Bob Udell, President and CEO of Consolidated Communications. “We are pleased to have obtained the required shareholder approvals as well as state regulatory authorities and remain on track to complete the full investment in Searchlight following the expected FCC approval later this year. This partnership aims to generate long-term value for all Consolidated shareholders. Our business transformation is on track and will bring significant benefits to consumers, business customers and carriers in all of our service areas. ”

Investment structure

The investment is structured in two stages. In the first stage, which ended on October 2, 2020, Searchlight invested $ 350 million in exchange for 8% of the company’s common stock. Pursuant to the terms of the transaction, Searchlight also received the CPR and the right to receive an unsecured subordinated note in the principal amount of approximately $ 395.5 million (the “Note”).

In May 2021, the Company received overwhelming shareholder approval for all investment-related proposals. The Company has also obtained all PUC regulatory approvals required by the State, as well as the approval under the Hart-Scott-Rodino Act, for the investment.

Closing of the second stage of the Investment (the “Second Closing”) is conditional upon the Company receiving approval from the Federal Communications Commission (the “FCC”). On the second closing, Searchlight will invest an additional $ 75 million in the company and receive an additional 15,115,899 common shares of the company. In addition, the note will also be converted into perpetual preferred shares of the Company with a total liquidation preference equal to the principal amount of the note plus accrued interest at the time of conversion. The Company expects the second closing to take place later this year, subject to receipt of FCC approval. After the second closing, Searchlight will own approximately 35% of the common shares of the Company on an as converted basis.

Forward-looking statements

Certain statements contained in this press release are forward-looking statements and are made in accordance with the safe harbor provisions of the Securities Litigation Reform Act of 1995. These forward-looking statements reflect, among other things, our expectations, plans, strategies and financial results. There are a number of risks, uncertainties and conditions that may cause our actual results to differ materially from those expressed or implied by these forward-looking statements. These risks and uncertainties include a number of factors related to our business, including uncertainties relating to the impact of the novel coronavirus (COVID-19) pandemic on the Company’s business, operating results, cash flows. cash, stock prices and employees; the possibility that any of the anticipated benefits of Searchlight’s strategic investment or our outstanding debt refinancing, including our senior secured credit facilities, may not materialize; the outcome of any legal proceedings that may be brought against the Company or its directors; the ability to obtain regulatory approvals and to meet other investment closing conditions on time or not at all, including the risk that the regulatory approvals required for the investment will not be obtained in a timely manner or not at all, or are obtained subject to conditions which are not anticipated or could adversely affect the Company or the expected profits from the investment; the intended use of the proceeds of the strategic investment; the economic and financial conditions of the markets in general and the economic conditions in our service areas; various risks to the price and volatility of our common shares; changes in the valuation of pension plan assets; the substantial amount of debt and our ability to repay or refinance it or incur additional debt in the future; our need for a significant amount of liquidity to service and repay debt restrictions contained in our debt agreements which limit management’s discretion in the operation of the business; regulatory changes, including changes in subsidies, the rapid development and introduction of new technologies and intense competition in the telecommunications industry; the risks associated with our possible pursuit of acquisitions; system failures; cyber attacks, information or security breaches or technological failures of ours or a third party; loss of large customers or government contracts; risks associated with network rights-of-way; disruptions in the relationship with third party suppliers; the loss of key management personnel and the inability to attract and retain highly qualified managers and personnel in the future; changes in extensive government legislation and regulations governing telecommunications providers and the provision of telecommunications services; new or changing tax laws or regulations; telecommunications operators contesting and / or avoiding their obligations to pay network access charges for the use of our network; the high costs of regulatory compliance; the competitive impact of legislative and regulatory changes in the telecommunications industry; and the costs of liability and compliance with environmental regulations; and the risks associated with stopping the payment of dividends on our common shares. A detailed discussion of these and other risks and uncertainties that could cause actual results and events to differ materially from these forward-looking statements is discussed in more detail in our filings with the SEC, including our reports on the forms. 10-K and 10-Q. Many of these circumstances are beyond our ability to control or predict. In addition, forward-looking statements necessarily involve assumptions on our part. These forward-looking statements are generally identified by the words “believe”, “expect”, “anticipate”, “estimate”, “project”, “intend”, “plan”, “should”, “could “,” “Would”, “will”, “continue” or similar expressions. These forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of the Company and its subsidiaries to differ from those expressed or implied in the forward-looking statements. . All forward-looking statements attributable to us or to persons acting on our behalf are expressly qualified in their entirety by the cautionary statements that appear throughout this press release. In addition, forward-looking statements speak only as of the date on which they are made. Except as required by federal securities laws or SEC rules and regulations, we disclaim any intention or obligation to publicly update or revise any forward-looking statement. You should not place undue reliance on forward-looking statements.

About consolidated communications

Consolidated Communications Holdings, Inc. (NASDAQ: CNSL) is dedicated to advancing people, businesses and communities by providing the latest reliable communications solutions. Consolidated consumers, businesses, and wireless and wireline carriers depend on Consolidated for a wide range of high-speed Internet, data, telephony, security, cloud and wholesale solutions. With a network spanning nearly 50,000 kilometers of fiber route, Consolidated is one of the top 10 fiber providers in the United States, turning technology into solutions backed by exceptional customer support. Learn more at consolidated.com.

About Searchlight Capital Partners

Searchlight is a global private investment firm with over $ 9 billion in assets under management and offices in New York, London and Toronto. Searchlight seeks to invest in companies where its long-term capital and strategic support accelerate the creation of value for all stakeholders. For more information, please visit www.searchlightcap.com.


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Cécile Cabanis joins Tikehau Capital as Deputy Managing Director http://angil.org/cecile-cabanis-joins-tikehau-capital-as-deputy-managing-director/ http://angil.org/cecile-cabanis-joins-tikehau-capital-as-deputy-managing-director/#respond Fri, 16 Jul 2021 06:30:00 +0000 http://angil.org/cecile-cabanis-joins-tikehau-capital-as-deputy-managing-director/ PARIS–(COMMERCIAL THREAD) – Regulatory news: Tikehau Capital (Paris: TKO), a global alternative asset management group, today announces the appointment of Cécile Cabanis as Deputy CEO of the Group. In this newly created position, Cécile Cabanis will oversee the Group’s Human Capital, ESG / CSR, Communication and Brand Marketing functions. She will also coordinate the Group’s […]]]>

PARIS–(COMMERCIAL THREAD) – Regulatory news:

Tikehau Capital (Paris: TKO), a global alternative asset management group, today announces the appointment of Cécile Cabanis as Deputy CEO of the Group.

In this newly created position, Cécile Cabanis will oversee the Group’s Human Capital, ESG / CSR, Communication and Brand Marketing functions. She will also coordinate the Group’s efforts to develop Tikehau Capital’s global network with companies and further develop the Tikehau Capital franchise.

Cécile Cabanis will report to Antoine Flamarion and Mathieu Chabran, the co-founders of Tikehau Capital, and will work alongside Henri Marcoux, Deputy CEO of Tikehau Capital in charge of Finance and Risks, Technology and Transformation as well as of Operations, and Thomas Friedberger, CEO of Tikehau IM, who, in his capacity as Group Co-Chief Investment Officer, will also serve as Deputy CEO of Tikehau Capital.

The appointment of Cécile Cabanis aims to strengthen the managerial organization of Tikehau Capital and is fully in line with the new phase of growth and development of the Group following the approval of its forward-looking and simplified organization during the General Meeting of Shareholders of July 15, 2021.

Cécile Cabanis will take up her duties on September 1, 2021.

Cécile Cabanis joins Tikehau Capital from the Danone group where she was Deputy Managing Director in charge of Finance, Strategy, Information Systems, Purchasing, Cycles and Sustainable Resource Development, member of the Executive Committee and patron of inclusive diversity.

Cécile Cabanis started her career in 1995 at L’Oréal in South Africa before joining the mergers and acquisitions department of Orange in 2000. She joined Danone in 2004, where she held various key positions such as Corporate Finance Director, Development Director then Financial Director. of the Fresh Products entity within the Finance Department.

Cécile, 49, is an agricultural engineer and a graduate of the Institut National Agronomique Paris-Grignon.

Antoine Flamarion and Mathieu Chabran, co-founders of Tikehau Capital, mentionned:

“We are delighted to welcome Cécile to Tikehau Capital. His vast experience in key positions within large international groups, as well as his in-depth knowledge of the economy and commercial issues, will be invaluable to us at Tikehau Capital. We have been committed to deploying a pioneering approach to impact on all of our asset classes for several years and Cécile’s values ​​and convictions in this area are perfectly aligned with those of the Group. Her vision of CSR issues will be also essential for the future development and success of Tikehau Capital. “

ABOUT TIKEHAU CAPITAL

Tikehau Capital is a global alternative asset management group with € 29.4 billion in assets under management (as of March 31, 2021). Tikehau Capital has developed extensive expertise in four asset classes (private debt, real assets, private equity and capital markets strategies) as well as multi-asset and special opportunities strategies.

Tikehau Capital is a Founder-led team with a differentiated business model, a strong balance sheet, an exclusive global transaction flow and a history of supporting high quality companies and leaders.

Deeply rooted in the real economy, Tikehau Capital offers tailor-made and innovative alternative financing solutions to the companies in which it invests and seeks to create long-term value for its investors, while generating positive impacts on society. Relying on its solid capital base (2.8 billion euros in equity as of December 31, 2020), the firm invests its own capital alongside its investor clients within each of its strategies.

Controlled by its managers alongside leading institutional partners, Tikehau Capital is guided by a strong entrepreneurial spirit and DNA, shared by its 607 employees (as of March 31, 2021) in its 12 offices in Europe, Asia and North America . Tikehau Capital is listed on compartment A of the regulated market of Euronext Paris (ISIN code: FR0013230612; Ticker: TKO.FP).

For more information, visit: www.tikehaucapital.com

WARNING:

This document does not constitute an offer to sell securities or investment advisory services. It contains general information only and is not intended to provide general or specific investment advice. Past performance is not a reliable indicator of future profits and profits, and goals are not guaranteed.

Certain statements and forward-looking data are based on current forecasts, prevailing market and economic conditions, estimates, projections and opinions of Tikehau Capital and / or its affiliates. Due to various risks and uncertainties. actual results may differ materially from those reflected or expected in these forward-looking statements or in any of the case studies or forecasts. All references to Tikehau Capital’s advisory activities in the United States or relating to United States persons relate to Tikehau Capital North America.


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How to include microenterprises in economic growth strategies http://angil.org/how-to-include-microenterprises-in-economic-growth-strategies/ http://angil.org/how-to-include-microenterprises-in-economic-growth-strategies/#respond Wed, 14 Jul 2021 15:02:35 +0000 http://angil.org/how-to-include-microenterprises-in-economic-growth-strategies/ In 2005 Adrienne Bennett, the nation’s first black woman certified master plumber and plumbing contractor, started a Detroit-based plumbing business, Benkari. Benkari was successful until the business hit a plateau. Bennett knew she needed to invest in a new estimating tool to help bid on larger projects, but was unable to secure funding. This problem […]]]>

In 2005 Adrienne Bennett, the nation’s first black woman certified master plumber and plumbing contractor, started a Detroit-based plumbing business, Benkari. Benkari was successful until the business hit a plateau. Bennett knew she needed to invest in a new estimating tool to help bid on larger projects, but was unable to secure funding. This problem is common for “micro enterprises” or those with less than 10 employees. Microenterprises make up nearly 80% of US small businesses. Those led by the owners of color are disproportionately disconnected from the capital, resources and strategic social networks that equip them to survive, adapt and grow.

In 2010, Bennett heard about the New Economy Initiative’s (the organization I lead) business plan challenge NEIdeas, which offered grants of $ 10,000 to microenterprises with growth ambitions, but had been excluded from it. access to capital and other supports. A total of 650 companies applied and Benkari was one of 30 that received grants, which they used to purchase the estimation tool.

Benkari’s funding did not come from traditional lenders. Instead, through NEIdeas, the company obtained credit from a nonprofit community development finance institution (CDFI) that had been funded by grants from philanthropies. With this financing and the estimation tool he bought, Benkari was awarded one of the largest contracts in the company’s history: the transformation of Detroit’s iconic rail depot, Michigan Central Station, run by Ford Motor Company. With contracts like this, Benkari has grown 20-fold in six years, now generating $ 2 million in annual revenue and employing 22 workers, 50% of whom are people of color, many of whom have technical skills and earn a family income. Benkari can now obtain debt capital directly from commercial lenders, a sign of the long-term viability of the business.

Benkari’s story illustrates how intentional strategies to develop microenterprises in underserved communities can benefit local economies. But it takes time, strategic planning and significant resources to generate these successes. As a strategic funder and builder of entrepreneurial support ecosystems for underserved entrepreneurs in the Metro Detroit area, we at the New Economy Initiative (NEI) know that the launch and growth of a micro- business here has not been easy and we have learned a lot. For other communities interested in such an approach, here are three steps to consider.

1. Understand microenterprises, the obstacles they face and how to support their growth

When Benkari wanted to expand her plumbing and construction services, she faced limited access to credit through traditional channels. But lack of access to private capital and commercial bank support is just one of the barriers microenterprises face in Detroit. Others include:

  • Little or no family investment or social media-based investment
  • Inability to access public funds (such as Small Business Administration loans)
  • Higher insurance costs
  • Public safety concerns and underinvested infrastructure
  • Lack of professional network
  • The challenges of the workforce

When we surveyed 600 microenterprises in metro Detroit, we found that community economic developers need to create strategies to engage and support underserved microenterprises, which requires intentional work. These microenterprises do not make the headlines or receive praise; they are often off the radar and do not receive tax breaks or other incentives from local, state, or federal government programs. Many are unbanked or underbanked, as was revealed last year when the early stages of the paycheck protection program neglected micro-businesses in underserved communities. We also learned that many of these companies chose not to even apply.

Why is it? Judged by traditional economic development measures such as job creation and capital investment, it has been difficult to justify support for microenterprises. Often their growth trajectory is slow, their jobs are not always at wages that can support families and they often operate in the local part of the economy, which means that their growth may simply hamper the growth of their families. ‘another local business. But economic strategies that simply ignore microenterprises run the risk of ignoring entrepreneurs who acquire ownership of businesses outside of high-tech or advanced manufacturing sectors, two areas of historical interest to Michigan economic policy. As Michigan’s economic development strategies instead consider racial equity or neighborhood opportunities as key outcomes, microenterprises immediately become a necessary lever for change. In Detroit, 82% of micro businesses are owned by people of color and 64% are owned by women. In Detroit neighborhoods like Grandmont Rosedale, businesses like Detroit Vegan Soul, Spa-A-Peel, and Pages Book Store, all owned by women, provide jobs for residents, an alternative income route for homeowners, and most importantly. , accessible services. for residents who are near their home. These businesses are part of the neighborhood community, supported by the community development corporation, Grandmont Rosedale Community Development Corporation, and also winners of the NEI Small Business Challenge.

The NEI Small Business Challenge was just one way microenterprises were supported in metro Detroit. Practical assistance providers offering advice on finance and treasury, accounting, law and accessible micro and small loans are other ways in which the nonprofit sector has served these types of businesses, as well as community development organizations strengthening their capacities to orient neighborhood businesses towards resources.

2. Build and energize a support network to help microenterprises to develop

Communities wishing to support microenterprises should consider these types of support as essential:

  • Access at an affordable price Capital city through microfinance organizations and community development finance institutions.
  • Practical help provide expertise in marketing, legal matters, real estate, accounting and other areas of business activity.
  • Expert coaching and mentoring those who understand the nuances of microenterprise challenges and opportunities.

These supports are best delivered through a network of Business Support Organizations (OSBs) tailored to the unique needs of small businesses. The BSO network has a few key features:

  • A shared mission to support underserved small businesses.
  • A shared value around inclusive practices to increase support for businesses run by people of color and women.
  • Actively work to be aware of the services of others in order to make or receive referrals.
  • Meet regularly to share leads and best practices and identify and remove barriers to meeting the needs of small business owners.

Examples of BSOs include CDFIs, banks and credit unions, community development corporations (CDCs), industry specific support organizations, online platforms for resources and storytelling, development centers small business (SBDC) and local branches of SCORE, a US organization funded by the SBA. association of over 13,000 volunteer advisors providing free advice and mentoring to business owners.

It is important to have an organization with resources to bring together and nurture BSOs as a network and, in turn, enable this network to take care of microenterprises in need of support and resources to grow. Too often, BSOs operate without adequate resources or in isolation, limiting their impact. NEI played this role in Detroit by boosting the BSO network through:

  • Grants and resources for capacity building
  • Practical technical assistance
  • Training and learning opportunities
  • Events and notices
  • Incentives to operate as a cohort
  • Information sharing
  • Trust and relationships
  • Access to non-financial resources
  • Marketing and storytelling

3. Elevate the conversation around supporting microenterprises

Answering the following questions should be an integral part of each community’s growth and development strategies:

  • What if every single owner who wanted to grow had the support they needed to do so?
  • What if every small business with fewer than five employees earned enough income for the owner and his workers, regardless of their social or economic status, to have paid employment?
  • What if the resource pools that support small businesses had a better understanding of the Main Street microenterprises that represent most of the businesses in our communities and are primarily owned by women and people of color?

We need to figure out how to better nurture this segment of small businesses and the conversation about them. Allocating resources and doing more data-driven work to better understand their situation will put more microenterprises on a growth path and move them from micro to small and beyond.


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Report: Nebraska heading for record venture capital volume | News from local businesses http://angil.org/report-nebraska-heading-for-record-venture-capital-volume-news-from-local-businesses/ http://angil.org/report-nebraska-heading-for-record-venture-capital-volume-news-from-local-businesses/#respond Tue, 13 Jul 2021 01:00:00 +0000 http://angil.org/report-nebraska-heading-for-record-venture-capital-volume-news-from-local-businesses/ Lizz Whitacre, founder of Pawlytics, is shown at the NMotion Demo Day at Rococo Theater in 2018. The company received a $ 500,000 venture capital investment earlier this year, part of the nearly $ 139 million that has already invested in Nebraska startups this year. Star Diary Photo File The coronavirus pandemic does not appear […]]]>





Lizz Whitacre, founder of Pawlytics, is shown at the NMotion Demo Day at Rococo Theater in 2018. The company received a $ 500,000 venture capital investment earlier this year, part of the nearly $ 139 million that has already invested in Nebraska startups this year.


Star Diary Photo File


The coronavirus pandemic does not appear to have had much of an effect, if any, on the fundraising prospects of Nebraska startups.

The state’s fledgling companies raised $ 106.7 million in venture capital last year, according to a report from Innosphere Ventures, a science and technology incubator program based in Fort Collins, Colorado.

This is an increase of almost 75% from 2019 and the third highest on record in a year. And that didn’t even include a $ 120 million investment in Hudl, the sports video company, which was classified as a private equity investment rather than a venture capital investment.

As good as the 2020 figure is, it has already been surpassed in the first six months of this year, with Nebraska companies raising $ 138.9 million, according to the report. There is only $ 13 million left to raise in the second half of the year to finish in 2018 for second place all-time. And the best year, 2015, is certainly not out of reach. Companies are expected to raise less than $ 60 million in the last six months of the year to beat the $ 196.2 million raised that year.

“Nebraska has become an increasingly attractive location for investors looking to invest in start-ups,” said the report, written by Innosphere Ventures CEO and General Partner Mike Freeman, with John Smith, another general partner.

The report says the state is poised for increased venture capital activity and startup growth, in large part thanks to public and private efforts to help accelerate the success of high-tech industries.


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Business News | Stock market news and stocks http://angil.org/business-news-stock-market-news-and-stocks/ http://angil.org/business-news-stock-market-news-and-stocks/#respond Sun, 11 Jul 2021 12:35:15 +0000 http://angil.org/business-news-stock-market-news-and-stocks/ Search for quotes, news, net asset values ​​of mutual funds Tata Engines INE155A01022, TATAMOTORS, 500570 Addiction INE002A01018, RELIANCE, 500325 TCS INE467B01029, TCS, 532540 Vodafone idea INE669E01016, IDEA, 532822 HFCL INE548A01028, HFCL, 500183 Search for quotes, news, net asset values ​​of mutual funds Tata Engines INE155A01022, TATAMOTORS, 500570 Addiction INE002A01018, RELIANCE, 500325 TCS INE467B01029, TCS, 532540 […]]]>














Money control












On the downside, we would become cautious if prices decisively fall below 15640-15680. In this case, we can expect 15,440 levels, which coincided with the peak in February 2021, Jain explains.

A Close Above 15900 Would Bring Nifty50 Around 16150-16200: Anu Jain of IIFL Wealth


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