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Cambridge’da yuqori natijalar ketma ketligi! 🏆

😎 IELTS imtihonida 8.0 va 7.5 olgan o‘quvchilarimiz soni ortib bormoqda! Cambridge’da natijalar tasodif emas — bu mehnat, tizim va ustozlar uyg‘unligining mahsuli.

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Cambridge’da yuqori natijalar ketma ketligi! 🏆

😎 IELTS imtihonida 8.0 va 7.5 olgan o‘quvchilarimiz soni ortib bormoqda! Cambridge’da natijalar tasodif emas — bu mehnat, tizim va ustozlar uyg‘unligining mahsuli.

🔥 Kuchli ta’lim tizimi
📚 Doimiy Mock imtihonlar
👨🏻‍🏫 Tajribali ustozlar
📱 Cambridge App orqali to‘liq nazorat

Bunday natijalarni siz ham orzu qilyapsizmi? Unda to‘g‘ri manzildasiz. O‘zingizni sinab ko‘rish va natijangizni ommaga namoyish etish vaqti keldi!

👉🏻 Hoziroq kurslarga ro‘yxatdan o‘ting!

📞 78 777 77 74

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The seemingly negative pandemic effects and resource/product shortages are encouraging and allowing organizations to innovate and change.The news of cash-rich organizations getting ready for the post-Covid growth economy is a sign of more than capital spending plans. Cash provides a cushion for risk-taking and a tool for growth.

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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