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‏ู…ุซู„ ุงู„ู„ูŠ ูƒู„ ูŠูˆู… ูŠุฏููŠ ู‚ู„ุจูƒ ูˆู‡ุงู„ู…ุฑุฉ ุชุฑูƒ ุงู„ุดุจุงูƒ ู…ูุชูˆุญ ูˆุงู„ู„ูŠู„ุฉ ุจุงุฑุฏุฉ .โ€



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‏ู…ุซู„ ุงู„ู„ูŠ ูƒู„ ูŠูˆู… ูŠุฏููŠ ู‚ู„ุจูƒ ูˆู‡ุงู„ู…ุฑุฉ ุชุฑูƒ ุงู„ุดุจุงูƒ ู…ูุชูˆุญ ูˆุงู„ู„ูŠู„ุฉ ุจุงุฑุฏุฉ .โ€

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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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