tg-me.com/chime_ports/154
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BY Chime Ports & Mods
![](https://photo.tg-me.com/u/cdn5.cdn-telegram.org/file/XFt8oBvEFI5yn6X_v0GGoBl3FWadp7cpmxPJNB47TjZChoKWULBUJM-u2yM3bOOLWt9ZxYBciFpTBXELr6sGJICtqkKTbqcKnhzb32w1_MaLQ2UXF6uzScFn-8TXqqRTpLQ8d92rkD452ShRieceuwe1XXTHXHGBP1O7gpnDJwRkaFTIwtsNAf5w2Y2Z2JoalUyvAYkZ8G69SJ3FkZwUDRrxY0e69WCHfmEa4l7L6F5LGTFIcD9t3E8k0BxY_4DK08N_zARu5dJNdNxzkme2OGYW62JA5zpnoyrYNpAO0sMhoz1az5bmu4U79mPYtxcV71nv5z419d2vgGSnV6UztA.jpg)
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tg-me.com/chime_ports/154
BY Chime Ports & Mods
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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