Ура! Мы вылезаем из салата и снова отправляемся в космос!
Музыкальное отлеталово с площадки Солярис лаб!
Грув грязных улиц города разбудит корневые вибрации. Свобода живых инструментов в камерной атмосфере тепла и уюта:) Чистейший эмбиэнт для верхней чакры. Все самое приятное всегда спонтанно!
Ура! Мы вылезаем из салата и снова отправляемся в космос!
Музыкальное отлеталово с площадки Солярис лаб!
Грув грязных улиц города разбудит корневые вибрации. Свобода живых инструментов в камерной атмосфере тепла и уюта:) Чистейший эмбиэнт для верхней чакры. Все самое приятное всегда спонтанно!
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.
A project of our size needs at least a few hundred million dollars per year to keep going,” Mr. Durov wrote in his public channel on Telegram late last year. “While doing that, we will remain independent and stay true to our values, redefining how a tech company should operate.
