๐๐ญโุซู
ุจุฑุญู
ุฉ ู
ู ุงููู ุณุชุฑู ููู ูุทูุจ ููุจูโ๐ญ๐
https://www.tg-me.com/hk/ูู ุงูุชุตุงู
ูู
/com.mo4h4
ุชุงุจุนููู ูู ุงูุงูุณุชุฌุฑุงู
๐๐
https://instagram.com/hk/ูู ุงูุชุตุงู
ูู
/com.mo4h4
BY ๐จ ูู ุงูุชุตุงู ูู ๐ฅ
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.
ูู ุงูุชุตุงู ูู from hk