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α‹­αˆ… ግለሰα‰₯ αˆŠα‰€ α‰΅αŒ‰αˆ€αŠ• α‹ˆαŠ•α‹°αˆ΅αŠ• α‹­α‰£αˆ‹αˆ α‰„αˆ΅αˆ αŠα‹ α‹αŠ–αˆ αŠα‹ αˆ΄α‰΅ αˆŠα‹°ααˆ­ ሲል α‰°α‹­α‹ž αŠ₯ሡር ቀቡ αŠ₯αŠ•α‹°αŒˆα‰£ α‰³α‹α‰‹αˆα’



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α‹­αˆ… ግለሰα‰₯ αˆŠα‰€ α‰΅αŒ‰αˆ€αŠ• α‹ˆαŠ•α‹°αˆ΅αŠ• α‹­α‰£αˆ‹αˆ α‰„αˆ΅αˆ αŠα‹ α‹αŠ–αˆ αŠα‹ αˆ΄α‰΅ αˆŠα‹°ααˆ­ ሲል α‰°α‹­α‹ž αŠ₯ሡር ቀቡ αŠ₯αŠ•α‹°αŒˆα‰£ α‰³α‹α‰‹αˆα’

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Daniel Dhaba Telegram | DID YOU KNOW?

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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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