BY ๊๊ใ ค๐ฆดแชฒ ๐๐พ๐๐๐พ๐ฬ๐ โฟแชถ แ โ ๐ฝ๐๐บ๐๐๐ ๐ฎ๊ฏญ๐ฅใ ค ๐ฝ๐พ ๐โโฌ๏ธ ๊จฉ. ๊ฐใ ค ๐ ๐๐๐๐พย ใ คเดคใ ค ๐ป๐ ๐บ๐ผ๐
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.
๊๊ใ ค๐ฆดแชฒ ๐๐พ๐๐๐พ๐ฬ๐ แชถ แ โ ๐ฝ๐๐บ๐๐๐ ๐ฎ๊ฏญ๐ฅใ ค ๐ฝ๐พ โโฌ๏ธ ๊จฉ ๊ฐใ ค ๐ ๐๐๐๐พย ใ คเดคใ ค ๐ป๐ ๐บ๐ผ๐ from id