ูููููู ุตุงุฑุช ุจุนุฏ ูุงฺูฏูุจ ุญุจ ุนูููู ูููููู ูู ุงูุดู ุณ ูุงูุฏููุง ุธูู ู ุจุฏูููโจ๐ฉท๐ฌโข
BY ุฑุบู ๐ทูุจุนุฏ๐ููุชูู๐บููุง
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 Brothersโor maybe the next Silverado?โechoed 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.
ุฑุบู ูุจุนุฏููุชููููุง from us