"ูุฃููู ุญูุฒูู ุงูููุณุงุกู ุนู
ููู ูุฌุฑุญูููููู ุบุงุฆูุฑุ ูุงูุฑุฌูู ุงููุฐู ุฃุณุนุฏู ุงู
ุฑุฃุฉู ูุนูู ุดูุฆูุง ุนุธูู
ูุงุ ูุฃูููู
ุง ูุชูู ููููู ุงูุญูุฒูู ูู ูุฐุง ุงูุนุงูู
!."
- ูููููุง ู
ููุงูููู
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A project of our size needs at least a few hundred million dollars per year to keep going,โ Mr. Durov wrote in his public channel on Telegram late last year. โWhile doing that, we will remain independent and stay true to our values, redefining how a tech company should operate.
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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