Meetings often begin with the presentation of some information and then a request for opinions. To ask people for their opinions, we can say:
🔹What does everyone think about…? 🔹I’d like to get your feedback on… 🔹What are your thoughts about… ? 🔹What are your views on… ?
After one person has expressed his or her opinion, we can say “Thank you for your feedback,” to acknowledge the opinion, then use these phrases to ask for more people to respond:
🔺 What does everyone else think? 🔺 Are there any other comments?
If there’s a specific person who you would like to hear from, you can ask him or her directly by using these phrases:
🔹 Susan, can we get your input? 🔺 Would you like to add anything, Susan?
Meetings often begin with the presentation of some information and then a request for opinions. To ask people for their opinions, we can say:
🔹What does everyone think about…? 🔹I’d like to get your feedback on… 🔹What are your thoughts about… ? 🔹What are your views on… ?
After one person has expressed his or her opinion, we can say “Thank you for your feedback,” to acknowledge the opinion, then use these phrases to ask for more people to respond:
🔺 What does everyone else think? 🔺 Are there any other comments?
If there’s a specific person who you would like to hear from, you can ask him or her directly by using these phrases:
🔹 Susan, can we get your input? 🔺 Would you like to add anything, Susan?
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.
That growth environment will include rising inflation and interest rates. Those upward shifts naturally accompany healthy growth periods as the demand for resources, products and services rise. Importantly, the Federal Reserve has laid out the rationale for not interfering with that natural growth transition.It's not exactly a fad, but there is a widespread willingness to pay up for a growth story. Classic fundamental analysis takes a back seat. Even negative earnings are ignored. In fact, positive earnings seem to be a limiting measure, producing the question, "Is that all you've got?" The preference is a vision of untold riches when the exciting story plays out as expected.
