tg-me.com/horizont_telegram/1255
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Tazschau
BY Horizont (YT: _horizont_ )
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/ipgAZOe3x8dairoVYax96Z2MjDSfHuXKZ2rvO3Yw4Pw8x_R0WO8JJnxM1GSB_990i3NNX5Lfjus1Wk_j2kosEcLID8uNKagxgSemPUveodyXmZiDCYlldj2z721xHeO6M2HfQ77_laslOszrWBEPx0ukRwP63d5KGzGERSw9lSTo7HfcWm2xSKUurmOgJSER2kWHgfWns7-KguDmEFJCSyxsNst41UucKpspvxazC6aBO4tmooN2GdwsZCEsY1NsCv0WjMShl_HK0e_zPpd2VHXHEvtaskW-ZUvv2Hzq1nD-dpyEcVM_TMvyKu89DpCechM5IDjbWkDBGbm7Vrz0HQ.jpg)
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Tazschau
BY Horizont (YT: _horizont_ )
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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