The process by which one company becomes the 1._ of another is called a takeover or acquisition since the process of buying is realised through the acquisition of over 50% of a company’s shares. These changes come about as a result of a strategic decision on the part of the company’s management. In business, 2._ still actually means going down, and the only way to stay 3.__ is by growing through taking over or itself being taken over by a bigger system.
Perceived cons of a takeover differ from case to case but may include reduced competition and choice for consumers, 4._ of price increases and job cuts as well as problems arising from cultural integration and conflict with new management. Advantages of growth through takeovers rather than organic growth are numerous; a company can spread its business through a well-established system as, even when on the 5._ of bankruptcy, the company which has become a target still has valuable assets and infrastructure that can 6.__ value to the new owner.
This value can be seen as an increase in sales, market share and economies of scale. Apart from that, the 7._ company can be a way of entering new markets and 8._ brand portfolio. Thus, as any other undertaking, takeovers involve risks but they seem to be worth taking. It might be that due to those risks, a company’s management may oppose the idea of their company passing into the hands of rivals, in which case we speak of a 9.__ takeover.
Croatian companies also became takeover 10._. Pliva, for instance, inspired a 11._ battle of bidders which saw the price of its shares increasing as the interested parties were trying to 12.__ each other. The question is whether small fish can eat big fish. Agrokor, for example, which has become famous for its strategy of growing through acquisitions, was negotiating a takeover of a Turkish retailer.
