ูุงู ุงุจู ุงูุนุฑุจู:
ูุง ูููู ุงูููุจ ุณููู
ูุง ุฅุฐุง ูุงู ุญููุฏูุง ุญุณูุฏูุง ู
ุนุฌุจูุง ู
ุชูุจุฑูุงุ
ููุฏ ุดุฑุท ุงููููุจู ุตูู ุงููู ุนููู ูุณูู
ูู ุงูุฅูู
ุงูุ ุฃู ูุญุจูู ูุฃุฎูู ู
ุง ูุญุจูู ูููุณู.
๐ (ุฃุญูุงู
ุงููุฑุขู 3_459)
BY ๐ธ๐ฆ๐ ุฏูุฑุฉ ุณูููุฉ ๐๐ธ๐ฆ
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.
๐ธ๐ฆ ุฏูุฑุฉ ุณูููุฉ ๐ธ๐ฆ from in