tg-me.com/o_oipi/4673
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BY - بَرٱمــج𓋜.
![](https://photo.tg-me.com/u/cdn1.cdn-telegram.org/file/ZkPkVyaqN_DcIviy6JJ9Hv7O5XfVqnm8uO7DlWjb1Tc4HTrzLbz9fLsfKiF5QE6_zPSOfSAwStAlWroqL-WU4nDOqL5PpyHbdvIFmnK1EIbPjc9StItobv-xDB2uYVcgPe7kebx242auYrA0FF8WPwfY2E8pw2lhGaBCtP-VnJivNBmiUhUFbcpk7urI5PLIl04ixR5pG_8tQ4diZgVrL4tLkLxNJRWX3C352BMwOcDhjHMidyWbFcU-vdF6EwKy4yKOnBnOhobgQsLvWTM8_Gn99kuRU8JdrQ_YC27dGxi2HCp0nOo_-oGWXzZRP_Tvc-wCn-kpGl038ZRGy6TanA.jpg)
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polarr
.BY - بَرٱمــج𓋜.
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.
بَرٱمــج𓋜 from tr