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๐Ÿ‡ซโ€‹๐Ÿ‡บโ€‹๐Ÿ‡ณโ€‹๐Ÿ‡ณโ€‹๐Ÿ‡พโ€‹ ๐Ÿ‡ปโ€‹๐Ÿ‡ฎโ€‹๐Ÿ‡ฉโ€‹๐Ÿ‡ชโ€‹๐Ÿ‡ดโ€‹๐Ÿ‡ธโ€‹ ๐™‡๐Ÿคฃ๐™‡& 33; ๐™๐™๐™‰๐™‰๐™” ๐™‘๐™„๐˜ฟ๐™€๐™Š๐™Ž Telegram | DID YOU KNOW?

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The S&P 500 slumped 1.8% on Monday and Tuesday, thanks to China Evergrande, the Chinese property company that looks like it is ready to default on its more-than $300 billion in debt. Cries of the next Lehman Brothersโ€”or maybe the next Silverado?โ€”echoed through the canyons of Wall Street as investors prepared for the worst.

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.

๐Ÿ‡ซโ€‹๐Ÿ‡บโ€‹๐Ÿ‡ณโ€‹๐Ÿ‡ณโ€‹๐Ÿ‡พโ€‹ ๐Ÿ‡ปโ€‹๐Ÿ‡ฎโ€‹๐Ÿ‡ฉโ€‹๐Ÿ‡ชโ€‹๐Ÿ‡ดโ€‹๐Ÿ‡ธโ€‹ ๐™‡๐Ÿคฃ๐™‡& 33; ๐™๐™๐™‰๐™‰๐™” ๐™‘๐™„๐˜ฟ๐™€๐™Š๐™Ž from tr


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