ΠΠΎΠΌΠΏΠΈΠ»ΡΡΠΎΡ Π΄Π»Ρ ΡΠ·ΡΠΊΠ° ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ Pogo, ΡΠ΅Π°Π»ΠΈΠ·ΠΎΠ²Π°Π½Π½ΡΠΉ Π² Go.
ΠΡΠΎΡ Π³ΠΈΠ±ΡΠΈΠ΄Π½ΡΠΉ ΠΊΠΎΠΌΠΏΠΈΠ»ΡΡΠΎΡ Π²ΡΠΏΠΎΠ»Π½ΡΠ΅Ρ Π»Π΅ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠΉ Π°Π½Π°Π»ΠΈΠ·, ΡΠΈΠ½ΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΠ°Π·Π±ΠΎΡ, ΡΠ΅ΠΌΠ°Π½ΡΠΈΡΠ΅ΡΠΊΡΡ ΠΏΡΠΎΠ²Π΅ΡΠΊΡ, Π³Π΅Π½Π΅ΡΠ°ΡΠΈΡ ΠΊΠΎΠ΄Π° ΠΈ Π΅Π³ΠΎ Π²ΡΠΏΠΎΠ»Π½Π΅Π½ΠΈΠ΅.
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A Telegram spokesman declined to comment on the bond issue or the amount of the debt the company has due. The spokesman said Telegramβs equipment and bandwidth costs are growing because it has consistently posted more than 40% year-to-year growth in users.
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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