#دمشق مايقارب 23 مليون دولار أرباح عصابات الأسد كقيمة مضافة للحجاج، ماعدا رسوم المطار والطائرات وسعر الصرف المحسوب واستخراج جوازات
تبدأ من 85 مليون ليرة للحاج تكلفة الحج لدى العصابة (5950 دولار) كحد أدنى ارتفاعا الى 200 مليون (14000 دولار) التكلفة لدى لجنة الحج 4600 الفرق 1300 دولار بعدد 17500 حاج = 22,750,000 دولار.
#دمشق مايقارب 23 مليون دولار أرباح عصابات الأسد كقيمة مضافة للحجاج، ماعدا رسوم المطار والطائرات وسعر الصرف المحسوب واستخراج جوازات
تبدأ من 85 مليون ليرة للحاج تكلفة الحج لدى العصابة (5950 دولار) كحد أدنى ارتفاعا الى 200 مليون (14000 دولار) التكلفة لدى لجنة الحج 4600 الفرق 1300 دولار بعدد 17500 حاج = 22,750,000 دولار.
منقول
BY نورس للدراسات
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Mr. Durov launched Telegram in late 2013 with his brother, Nikolai, just months before he was pushed out of VK, the Russian social-media platform he founded. Mr. Durov pitched his new app—funded with the proceeds from the VK sale—less as a business than as a way for people to send messages while avoiding government surveillance and censorship.
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.
