tg-me.com/kukold_rus/9827
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BY КУКОЛД
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/PiQSTzV3bfZi5EUSQxxjL1ro2lld0krLRF6r8MJS5cHfTcRdosQp1q2H2gdiphVB8bEQO-Xj1JZyKG7iYTuOhMlFwcjadmHsbsorg9gVVv__b78lnC159mnLhbHWxvgAua1bv2l8buxtpP2zF-9Bgxm_z-XHB930FB1fLDzWr1Sgr6Mb90w-KJyLuMqP1WGHD46a1iTwsppPg4nSTWT3c948xwZZU7gjQjKsgqwbhVUNgDNOtk3pqApodgRmdqdvGLry2CWaG72ORBDgjMz0fJJXbKZar80xThBK4Q3PBlk8xZfir-bCydvUM0DdRQul9BYifuS-aS2ObBbVJjnQtA.jpg)
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tg-me.com/kukold_rus/9827
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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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