Вспомнил кстати фриспины на бинансе, когда за регу без КУЦ давали спинить. Я тогда маленький был еще, жоско руками абузил, помню первый вынос - 100к руб вышло, и тысяч 200 на акках осталось, где въебали принудительный куц, а я не знал что его можно купить. Это как раз времени, когда только в крипту зашел. Прослезился.
Вспомнил кстати фриспины на бинансе, когда за регу без КУЦ давали спинить. Я тогда маленький был еще, жоско руками абузил, помню первый вынос - 100к руб вышло, и тысяч 200 на акках осталось, где въебали принудительный куц, а я не знал что его можно купить. Это как раз времени, когда только в крипту зашел. Прослезился.
BY nazavod.dev
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Telegram hopes to raise $1bn with a convertible bond private placement
The super secure UAE-based Telegram messenger service, developed by Russian-born software icon Pavel Durov, is looking to raise $1bn through a bond placement to a limited number of investors from Russia, Europe, Asia and the Middle East, the Kommersant daily reported citing unnamed sources on February 18, 2021.The issue reportedly comprises exchange bonds that could be converted into equity in the messaging service that is currently 100% owned by Durov and his brother Nikolai.Kommersant reports that the price of the conversion would be at a 10% discount to a potential IPO should it happen within five years.The minimum bond placement is said to be set at $50mn, but could be lowered to $10mn. Five-year bonds could carry an annual coupon of 7-8%.
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.
