tg-me.com/AnkitAvasthi/4024
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BY Ankit Avasthi Sir
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/ISfUxF0oZonE7FPjbLlZJ-nrg4VmyUN6PtHhtJF-oI0GA7rNTc4XcJR7GNYzQujtSnlc5XhSAxu1LNLx0h59AQMAq7vjHEZH_HCL348ZPZwajFUlmAjeGsEYFcBdcfCig3Lho8PBnwjz6AcRyjRIyQvbw08uFBwPx-0so160wSSYJjQYbmyPvLmxMQkczYYlVdjpj2e5XBzAyWX-Pii7Tq1vT-liIoE5DntykdyhC9DXQKbaeFtRm8FVHztLwW8B7xiX41nl4soNaDvzuZO2QrGlIyFvySdjjAFEJ3KCfVCbErnfm1heRQIdKbfD_IBUbuaS98Yj30L0VClqFhVbxA.jpg)
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tg-me.com/AnkitAvasthi/4024
BY Ankit Avasthi Sir
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
Ankit Avasthi Sir from ar