ما توی فناپ پلاس به یک گرافیست خلاق و با ذوق نیاز داریم که تجربه اجرای هویت بصری در تبلیغات رو داشته باشه و همینطور آشنا به ترند های طراحی پست و استوری در سوشال مدیا هم باشه، در آخر هم بگم طراحی بروشور و بنر و کاتالوگ و ست اداری هم انجام داده باشه اینم تا یادم نرفته بگم که شرکت به صورت حضوری و فول تایم هست خلاصه این فرصت و از دست ندین ;) اگه دوست داشتید رزومه و نمونه کاراتون رو به این ایمیل بفرستید
ما توی فناپ پلاس به یک گرافیست خلاق و با ذوق نیاز داریم که تجربه اجرای هویت بصری در تبلیغات رو داشته باشه و همینطور آشنا به ترند های طراحی پست و استوری در سوشال مدیا هم باشه، در آخر هم بگم طراحی بروشور و بنر و کاتالوگ و ست اداری هم انجام داده باشه اینم تا یادم نرفته بگم که شرکت به صورت حضوری و فول تایم هست خلاصه این فرصت و از دست ندین ;) اگه دوست داشتید رزومه و نمونه کاراتون رو به این ایمیل بفرستید
I have no inside knowledge of a potential stock listing of the popular anti-Whatsapp messaging app, Telegram. But I know this much, judging by most people I talk to, especially crypto investors, if Telegram ever went public, people would gobble it up. I know I would. I’m waiting for it. So is Sergei Sergienko, who claims he owns $800,000 of Telegram’s pre-initial coin offering (ICO) tokens. “If Telegram does a SPAC IPO, there would be demand for this issue. It would probably outstrip the interest we saw during the ICO. Why? Because as of right now Telegram looks like a liberal application that can accept anyone - right after WhatsApp and others have turn on the censorship,” he says.
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.
