(ΠΌΠΈΡ Π΅ΠΌΡ)
ΠΠΎΡΠ»Π°Π½Π½ΠΈΠΊ ΠΠ»Π»Π°Ρ Π° (ΠΌΠΈΡ Π΅ΠΌΡ) ΡΠ²ΠΎΠΈΠΌ ΡΠΏΠΎΠ΄Π²ΠΈΠΆΠ½ΠΈΠΊΠ°ΠΌ, ΠΏΡΠΈ Π½Π°ΡΠΈΠ½Π°Π½ΠΈΠΈ Π½ΠΎΠ²ΡΡ Π΄Π΅Π», ΡΠΎΠ²Π΅ΡΠΎΠ²Π°Π» ΠΏΡΠΎΠΈΠ·Π½ΠΎΡΠΈΡΡ:
ΨΨ³Ψ¨Ω Ψ§ΩΩΩ ΩΨ§ Ψ§ΩΩ Ψ§ΩΨ§ ΩΩ ΨΉΩΩΩ ΨͺΩΩΩΨͺ ΩΩΩ Ψ±Ψ¨ Ψ§ΩΨΉΨ±Ψ΄ Ψ§ΩΨΉΨΈΩΩ
π€²π» Β«Π₯Π°ΡΠ±ΠΈ ΠΠ»Π»Π°Ρ Ρ, Π»Ρ ΠΈΠ»ΡΡ Π° ΠΈΠ»Π»Ρ Ρ ΡΠ²Π°, Π°Π»Π΅ΠΉΡ ΠΈ ΡΠ°Π²Π°ΠΊΠΊΠ°Π»ΡΡΡ Π²Π° Ρ Ρ
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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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