Что объединяет человека со 100 млрд в гараже и китайскую компанию разработчика?
На первый взгляд абсолютно ничего, но вот если приглядеться, то их объединяет моя компания. Это я так хочу напомнить вам о своих кейсах, которые я когда-либо освещала.
Что объединяет человека со 100 млрд в гараже и китайскую компанию разработчика?
На первый взгляд абсолютно ничего, но вот если приглядеться, то их объединяет моя компания. Это я так хочу напомнить вам о своих кейсах, которые я когда-либо освещала.
That growth environment will include rising inflation and interest rates. Those upward shifts naturally accompany healthy growth periods as the demand for resources, products and services rise. Importantly, the Federal Reserve has laid out the rationale for not interfering with that natural growth transition.It's not exactly a fad, but there is a widespread willingness to pay up for a growth story. Classic fundamental analysis takes a back seat. Even negative earnings are ignored. In fact, positive earnings seem to be a limiting measure, producing the question, "Is that all you've got?" The preference is a vision of untold riches when the exciting story plays out as expected.
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.
