🔹 2 та балкон 🔹 тепли пол 🔹 икки паллали иситиш тизими 🔹 ғиштлик бино 🔹 ажойиб манзара, қулай жойлашув 🔹 мебеллари буютма асосида тайёрлланган 🔹 бирлаштирилган ошхона ва яшаш хонаси 🔹 болалар майдончаси ва ёпиқ ховли бор
🔹 2 та балкон 🔹 тепли пол 🔹 икки паллали иситиш тизими 🔹 ғиштлик бино 🔹 ажойиб манзара, қулай жойлашув 🔹 мебеллари буютма асосида тайёрлланган 🔹 бирлаштирилган ошхона ва яшаш хонаси 🔹 болалар майдончаси ва ёпиқ ховли бор
Importantly, that investor viewpoint is not new. It cycles in when conditions are right (and vice versa). It also brings the ineffective warnings of an overpriced market with it.Looking toward a good 2022 stock market, there is no apparent reason to expect these issues to change.
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.
