tg-me.com/jkbn69/15469
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BY A pale world.
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/lQOR28xndwWJKUolRd_KndzRdfX5hLEmdyNH0MCsd8jFUwxO4v4DfM_IUwHSRS2klHpB0Zgj55mzr70iUiCm-o9aB_FEf7OLq3rR3DsZ-3rW6PslrPn4g1ppw5-5piLeblHDal_1CFMjSmaZjNUD-eyvnad6CBbiNrc1Jjf8IIp7y4moK6cEZU-a2wfzIk2OGNCOcojrQ3y45z2JeoC-x6snVPluVTQkqp4IjNAaYUZ0SItxpibSbyM_aNigP_IWmX9pgS0mvVmiJFVXpYVC8I7erCArGymTh63MCb8-2-BU4ANk_rMecQ1vKEwO-SMjX03ldH1alJhbegTGjwWaGw.jpg)
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tg-me.com/jkbn69/15469
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BY A pale world.
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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