tg-me.com/malakalhertany99/2583
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BY كُنوز🌻💙
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/j5bfq2QN4-zUlREE2n3tU4IqNtyYwH3-YaURbQgEJ_g63FiFtqEVUaVBa0_FVZbph9X72WI_NgNIU3nnWSUjXVYYBcEDdHfFVLW17ENYWGsERSkdN383V9BGnAgCkxqOqFli8cmm-H7OpJoXLOvVbTEhtjbxQwR45BjwNrTBsuKr7FYFxCJzD4hT3NZN4RZ9RXXm2P2f1nDYv2voZyQbCg1I_0Jl731zussg1BSAJkXN_74DOzA7uuqgmptFX_QEdJVUZ0aQ2xPZe0E8yGggsApg3ctTTihdjlucXPnUT44Ld5I8lEfdl8rhKIfvhFpA23v5HkBH0gHAjY9aJVDBlg.jpg)
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tg-me.com/malakalhertany99/2583
BY كُنوز🌻💙
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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