tg-me.com/msamodelkin/1622
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BY Самоделкин
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/KxW4CMAcs1dvATFMpbqSviv-M9qzNZeh9ZaWEUOz4zDaq3erjembH9GHgwHvs_O_fVInOWUHpofO5kbzapNIM_LfsGGSxXGg1rxgkR1IKywgu9ymVQ7rvS1v3u65dMdZP6T1rE6koMnVjKNY2lec9m-F7Ya3CdOfCqY-ZaZmsJg2RCFWDZpU2Bw3LJxQdou3PTYyPcvbggaCfAoerkaUdQa5PdYgqAcFrgXCBqurAF9OfIdIc3VSGOk9wkkbbLK-Nzb4JkcWUzU1snSFST724p_QUYKFrDoo7Qb3ue3DOd39mjhLIVdlijm8BqTHcVX_pBzo7leGS-Q0RseBNdvMyA.jpg)
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tg-me.com/msamodelkin/1622
BY Самоделкин
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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