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Π°Π²ΡΠΎΡΠΎΠ² Π½Π° Π₯Π°Π±ΡΠ΅ ΠΊΠ°ΡΡΠΎΠΌΠ½ΡΠΌΠΈ Π·Π½Π°ΡΠΊΠ°ΠΌΠΈ ΠΈ ΠΏΠΎΠ΄Π΅Π»ΠΈΠ»ΠΈΡΡ ΠΈΡΠΎΠ³Π°ΠΌΠΈ Π·Π° Π³ΠΎΠ΄, Π° ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΠΎ:
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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.
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