Хорошая библиотека Ark-ui, но с особенностями. Особенно у "выпадашки" HoverCard (для меню которая)
Долго мучился с расположением при динамично меняющемся таргет элементе - все как-то через одно место криво работало. Решил поставить :key на HoverCard и инкрементить его при апдейтах - и всё сразу заработало как надо. Ну, ё-моё...
Немного радует, что довольно часто обновляется и фиксят баги.
P.S. Ререндеринг через `:key` - плохая практика. Последний вариант.
Хорошая библиотека Ark-ui, но с особенностями. Особенно у "выпадашки" HoverCard (для меню которая)
Долго мучился с расположением при динамично меняющемся таргет элементе - все как-то через одно место криво работало. Решил поставить :key на HoverCard и инкрементить его при апдейтах - и всё сразу заработало как надо. Ну, ё-моё...
Немного радует, что довольно часто обновляется и фиксят баги.
P.S. Ререндеринг через `:key` - плохая практика. Последний вариант.
#lib #arkui
BY Vue-FAQ
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Telegram hopes to raise $1bn with a convertible bond private placement
The super secure UAE-based Telegram messenger service, developed by Russian-born software icon Pavel Durov, is looking to raise $1bn through a bond placement to a limited number of investors from Russia, Europe, Asia and the Middle East, the Kommersant daily reported citing unnamed sources on February 18, 2021.The issue reportedly comprises exchange bonds that could be converted into equity in the messaging service that is currently 100% owned by Durov and his brother Nikolai.Kommersant reports that the price of the conversion would be at a 10% discount to a potential IPO should it happen within five years.The minimum bond placement is said to be set at $50mn, but could be lowered to $10mn. Five-year bonds could carry an annual coupon of 7-8%.
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.
