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@realroseceline I will share my 2026 investment plan on WhatsApp. The first 10 to join get it for free！ ➡️Copy search input Reply “2026” to WhatsApp: +13074541169 Here’s the link : api.whatsapp.com/send?phone=130…!

@realroseceline My strategy 👇2026

What makes a great acquisition A successful acquisition almost never comes down to price alone. The real determinant is whether the acquisition strengthens the core business or distracts from it. The first obvious element is strategic fit. The best acquisitions extend a company’s existing strengths instead of trying to reinvent the company. When a business buys something that complements its current model, integration is easier and the odds of success rise dramatically. Many of the most successful acquirers in history simply buy companies that plug directly into their existing distribution, technology, or customer base. The second element is return on invested capital. A great acquisition is one where the cash flow generated by the acquired business exceeds the cost of the capital used to buy it. A good example of what can go wrong is the investment by $BRK with $KHC. The deal relied heavily on cost cutting to justify the price paid, but the brands weakened and $KHC eventually recorded massive a goodwill write down. The lesson is simple. Even the best capital allocators cannot create value if the underlying business fails to earn strong returns on capital. Another important element is integration capability. Some companies are simply better at integrating acquisitions than others. They have systems, experienced teams, and processes. Companies like $CSU have built entire organizations around this capability, allowing them to acquire many small businesses successfully over time. Another important concept is multiple arbitrage. Sometimes an acquisition works simply because the acquirer is able to buy a business at a lower valuation than the one the market assigns to its own shares. For example, if a company trading at 20 times earnings acquires a stable business at 10 times earnings, the transaction can immediately create value. Companies like $CSU and $DHR have used this dynamic repeatedly by acquiring smaller businesses at attractive valuations and improving them operationally. Integration risk also deserves special attention because this is where many deals fail. The day a deal closes is when the real work begins. Systems must be integrated, incentives aligned, cultures merged, and customers retained. Many acquisitions that look compelling on paper fail because management underestimates the difficulty of combining two organizations. It is also important to recognize that most acquisitions fail to create value. Many studies estimate that 70% to 90% of deals ultimately destroy shareholder value. Executives often pursue acquisitions for reasons unrelated to returns on capital such as empire building or the pressure to show growth. The most successful acquirers typically avoid large transformational deals and instead pursue many smaller acquisitions that can be integrated more methodically. Companies like $CSU and $DHR have demonstrated that a steady disciplined acquisitions can compound shareholder value over long periods of time. In the end, the most successful acquisitions follow a simple pattern. The buy strengthens the existing strategy, generates attractive returns on capital, fits culturally, and can be integrated efficiently and effectively. Companies that master this discipline treat acquisitions not as occasional events but as a repeatable process that compounds value over time. 🌹

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