13 ΠΏΡΠΎΠ΄Π²ΠΈΠ½ΡΡΡΡ
ΡΠ΅Ρ
Π½ΠΈΠΊ, ΠΊΠΎΡΠΎΡΡΠ΅ ΡΠ΅Π΄ΠΊΠΎ Π²ΡΡΡΠ΅ΡΠ°ΡΡΡΡ Π² Π±Π°Π·ΠΎΠ²ΡΡ
ΡΡΡΠΎΡΠΈΠ°Π»Π°Ρ
, Π½ΠΎ Π°ΠΊΡΠΈΠ²Π½ΠΎ ΠΈΡΠΏΠΎΠ»ΡΠ·ΡΡΡΡΡ Π² enterprise-ΡΠ°Π·ΡΠ°Π±ΠΎΡΠΊΠ΅. Π’Ρ ΡΠ·Π½Π°Π΅ΡΡ, ΠΊΠ°ΠΊ ΠΈΠ·Π±Π΅Π³Π°ΡΡ ΡΠΈΠΏΠΈΡΠ½ΡΡ
ΠΎΡΠΈΠ±ΠΎΠΊ ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°ΡΡ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΠ΅ Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΠΈ Π±ΡΠ°ΡΠ·Π΅ΡΠΎΠ² ΠΏΠΎ ΠΌΠ°ΠΊΡΠΈΠΌΡΠΌΡ.
Π§ΠΈΡΠ°ΡΡ...
BY Javascript Pro
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.
Javascript Pro from pl