๏ดฟููู ุฅูููู ุฑูุจูู ููุจุณูุทู ุงูุฑููุฒูู ููู
ูู ููุดุงุกู ู
ูู ุนูุจุงุฏููู ูููููุฏูุฑู ูููู ููู
ุง ุฃูููููุชูู
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ูู ุดููุกู ูููููู ููุฎูููููู ูููููู ุฎููุฑู ุงูุฑูุงุฒููููู๏ดพ
[ุณุจุฃ: ูฃูฉ]
BY ๐ ู ุนุงู ููุญูุธ ุงููุฑุขู ุงููุฑูู
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.
The seemingly negative pandemic effects and resource/product shortages are encouraging and allowing organizations to innovate and change.The news of cash-rich organizations getting ready for the post-Covid growth economy is a sign of more than capital spending plans. Cash provides a cushion for risk-taking and a tool for growth.
ู ุนุงู ููุญูุธ ุงููุฑุขู ุงููุฑูู from ye