ڪٰٖـٰٰٖٖूـٰٖٖوردسـَ۪۪ٜ۪۪۪ٜ۪۪ٜؒؔـتَ۪۪۪ٜ۪۪ٜ۪۪ٜؒؔـُِٰٰٰٖٖٖٖٖٖٖٖٖٖٖٖ۪۪ؒٓۜۜۜٓۘـَٰٰ۪۪ٜؒؔٓـٰٰٰٰٖٖٖٖٖٖٖᬼـان

ڪٰٖـٰٰٖٖूـٰٖٖوردسـَ۪۪ٜ۪۪۪ٜ۪۪ٜؒؔـتَ۪۪۪ٜ۪۪ٜ۪۪ٜؒؔـُِٰٰٰٖٖٖٖٖٖٖٖٖٖٖٖ۪۪ؒٓۜۜۜٓۘـَٰٰ۪۪ٜؒؔٓـٰٰٰٰٖٖٖٖٖٖٖᬼـان Telegram | DID YOU KNOW?

The messaging service and social-media platform owes creditors roughly $700 million by the end of April, according to people briefed on the company’s plans and loan documents viewed by The Wall Street Journal. At the same time, Telegram Group Inc. must cover rising equipment and bandwidth expenses because of its rapid growth, despite going years without attempting to generate revenue.

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.