tg-me.com/ishaq20/2992
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![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/OWEwnjR8Ko7Y0pP3EsinpBX87iRzXkBap1VGIBeinGtlyF1gnSIn5PVEbQGFoGNGDkULCJ5yDl-nz-48D8B567PgrzGV_Geh1dP-jgmuJmtWmo63QRP0JY_alVW5TnzrkWEC5xFqALsjShlpykhT2iLvFpdHNNl4qiBfgBrAxIRLmpr3PbLT8V7MKWQiGEQunlQ2I_E6_60jmuPQE9E4CjSM5bVhNmkFM_m4eCox842S2ew8tXUCc-3BR4U3Actd4X6r-yAtYcUO58UM-WoKgTfwMTWEP0Ld5ns4Zv-Rny08hauOtOLZ1Au6y0vx7-8iE1EQ8p_vaI8iSOP8mJrX1g.jpg)
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tg-me.com/ishaq20/2992
https://www.tg-me.com/Koocking
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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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