"خُذني إلى عُمْرِ الصِّغارِ لَعَلَّني
إنْ مَا بَكَيْتُ تَضُمُّني الألعَابُ
أغْفُو فَلا شَيْء يُؤرِقُ خَاطِري
وَالقَلْبُ صَفْوٌ إذْ خَلآهُ عِتَابُ
فِي قِطْعَة الحَلْوى نَسيْتُ قَضِيَّتِي
أقْصَى الأمَانِي مَلْعَبُ وَتُرَابُ"
BY اެݪسفَࢪجَݪ .♡. Àl sfrgaļ .♡.
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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