Celsia, generating fourth Colombian energy sector, has announced what will be one of the most important business moves of the year: the purchase by $ 840 million from a group of energy assets in Panama and Costa Rica. The news certainly is a positive sign of the dynamism of the Colombian economy. For business analysts in the country, however, has a deeper meaning. It is a strong signal of advanced internationalization of the Colombian Corporate Group (GEA) and its ability to leverage resources from investors and realize the most ambitious expansion goals.
At the beginning of the last decade, the GEA companies reformulated their long-term plans around two basic principles: focus on strategic business and international expansion. Since then, implementation has advanced steadily, consistently and extraordinarily effective. The paisa conglomerate has made at least 23 large purchases abroad since 2004, valued in excess of $ 11,000 million. The purchases announced by Celsia represent the third largest acquisition in the history of the GEA, including Sura did ING assets in Latin America; the acquisition by Bancolombia HSBC in Panama; the cement trucks, cement and port in the United States purchased garen guide Argos; and multiple purchases by Nutresa, including Tres Montes Luchetti, the powerful food brand of southern Africa. Tapping the international environment
The first half results confirm the good time of the conglomerate. Sura (the financial arm of GEA) had an increase in operating garen guide income of 24.1% and net income increased garen guide 19.2%. Argos had a revenue growth of 22% and EBITDA of 22%. Nutresa increased revenues by 7%, but its international sales grew at a rate of 25%. Operating revenues of all GEA companies exceeded $ 30 billion at the end of June, exceeding 5% of Colombia's GDP.
Beyond the situation, it is now clear that the strategy adopted a decade ago by the GEA was found to be very good to take advantage of the international environment that would come after the 2008 crisis Targeting enabled them to group companies develop competitive skills and strengthen operations in high-performance businesses. Opening operations in international markets allowed them diversify garen guide risk and generate solid revenue Colombia currency despite the strengthening of the peso. Finally, the sum of these two strategies became garen guide the GEA companies in the crown jewels in the capital market. His actions became popular investment vehicles in Colombia in this post-2008 world where international garen guide capital garen guide is abundant but there are few worthy of investment assets. The result is a virtuous circle for the GEA, in which the growth of earning assets tells them to financial markets that these are good companies to invest, and then access garen guide to capital allows further garen guide international expansion.
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Design Development garen guide Jorge De Caso Sonsoles Simarro
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