tg-me.com/alirashammtt/32034
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BY حُرّه(𒂼𒄄)
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/KwNfOiF4M9fxm_CuAYw1Tx32CEkWsi46pXLNmo18xrz8LOTfa9zVDSubzeXbOSRTZ8H2F55DxT9ZjlfdrMlyiIX4ggj6CHx7zNLlsbtuo66N1RseSwazKUgd0uiSlfSfy_4-phW34koLOsACYR4LSgcUmV4hV4ESAEsUJynP-jMWUOTOKxq8-l6v4OYh-ZdP9MeddIpsD4PSazf74toM5GNHXpSxdGVxcil16pPsFU7WRSWerHqYYm0X7yqGTQ7bTz1SjDCaEJva24v1CT9JmZYg3b0EZdDS5GULziDkkR17YQs72HRLJUsuKY3HJWgNSwIs69rmcdVwGJYLSAvHxA.jpg)
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tg-me.com/alirashammtt/32034
BY حُرّه(𒂼𒄄)
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.
حُرّه from pl