Professional Documents
Culture Documents
Categories of Mergers:
1. Horizontal . 3. Conglomerate.
2. Vertical.
##Horizontal merger
This is a combination of two or more firms in similar type of production,
distribution or area of business.
Horizontal merger involves two firms operating and competing in the same
kind of business activity.
MOTIVES:
1. Elimination or reduction in competition
2. Putting an end to price cutting
3. Economies of scale in production
4. Research and development
5. Marketing and management.
Ex: combining of book publishers or two mufg co’s to gain dominant mkt share.
(Mittal’s Strategy)
The acquisition of American Motors by Chrysler in 1987 represents a horizontal
combination or merger.
Horizontal merger increase monopoly power of the combined firm.
##Vertical mergers
Vertical merger occurs when a firm acquires firms ‘Upstream’ from it or firms
‘downstream’ from it.
In case of an ‘Upstream’ merger it extends to the firms supplying raw
materials and to those firms that sell eventually to the consumer in the event
of a ‘down-stream’ merger.
when co combines with the supplier of materials it is called backward merger
and when it combines with the customer it is known forward merger.
EX: Vertical Forward Integration – Buying a customer
Indian Rayon’s acquisition of Madura Garments along with
brand rights
• Vertical Backward Integration – Buying a supplier
IBM’s acquisition of Daksh
Merits:
1. Low buying cost of materials
2. Lower distribution costs
3. Assured supplies and market
4. Increasing or creating barriers to entry for potential competitors
5. Placing them at a cost disadvantage.
##Carnegie Steel
One of the earliest, largest and most famous examples of vertical integration
was the Carnegie Steel company. The company controlled not only the mills
where the steel was manufactured but also the mines where the iron ore was
extracted, the coal mines that supplied the coal, the ships that transported
the iron ore and the railroads that transported the coal to the factory, the
coke ovens where the coal was coked, etc. The company also focused heavily
on developing talent internally from the bottom up, rather than importing it
from other companies.
American Apparel
American Apparel is a fashion retailer and manufacturer that actually
advertises itself as vertically integrated industrial company. The brand is
based in downtown Los Angeles, where from a single building they control
the dyeing, finishing, designing, sewing, cutting, marketing and distribution
of the company's product. The company shoots and distributes its own
advertisements, often using its own employees as subjects. It also owns and
operates each of its retail locations as opposed to franchising. According to
the management, the vertically integrated model allows the company to
design, cut, distribute and sell an item globally in the span of a week. [9]
Since the company controls both the production and distribution of its
product, it is an example of a balanced vertically integrated corporation.
Oil industry
Oil companies, both multinational (such as ExxonMobil, Royal Dutch Shell, or
BP) and national (e.g. Petronas) often adopt a vertically integrated structure.
This means that they are active all the way along the supply chain from
locating crude oil deposits, drilling and extracting crude, transporting it
around the world, refining it into petroleum products such as petrol/gasoline,
to distributing the fuel to company-owned retail stations, where it is sold to
consumers.
##Conglomerate merger
Conglomerate merger represents a merger of firms engaged in unrelated
lines of business.
Rationale for such merger:
Diversification of risk
3 types of Conglomerate merger
a) Product-extension mergers broaden the product lines of firms. These are
mergers between firms in related business activities and may also be called
concentric mergers.
Product Extension: New product in Present territory
P&G acquires Gillette to expand its product offering in the household sector
and smooth out fluctuations in earning.
b) A geographic market-extension merger involves two firms whose operations
have been conducted in non overlapping geographic areas.
Ex: Pizza Hut a fast food chain restaurant centered in USA, sought to wow
Indian customers by opening their restaurant in all most all major urban centers of
India.
c) Pure conglomerate mergers involves unrelated business activities. These
would not qualify as either product-extension or market extension.
• New product & New territories
• Indian Rayon’s acquisition of PSI Data Systems.
##GENERAL ELECTRICALS
. GE's divisions include GE Capital includes:
GE Commercial Finance and GE Money and GE Consumer Finance,
2. GE Technology Infrastructure includes:
GE Aviation, the former Smiths Aerospace and GE Healthcare and NBC
Universal, an entertainment company.
Through these businesses, GE participates in a wide variety of markets
including the generation, transmission and distribution of electricity (eg.
Nuclear, gas and solar), lighting, industrial automation, medical imaging
equipment, motors, railway locomotives, aircraft jet engines, and aviation
services. It was co-founder and is 80% owner (with Vivendi) of NBC Universal,
the National Broadcasting Company.
Through GE Commercial Finance, GE Consumer Finance, GE Equipment
Services, and GE Insurance it offers a range of financial services as well. It
has a presence in over 100 countries.
Since over half of GE's revenue is derived from financial services, it is
arguably a financial company with a manufacturing arm. It is also one of the
largest lenders in countries other than the United States, such as Japan.
Tata Group:
Tata Chemicals · Tata Consultancy Services · Tata Elxsi · Tata Interactive
Systems · Tata Motors · Tata Steel · Tata Power · Tata Tea · Tata
Communications · Tata Technologies Limited · Tata Teleservices · Titan
Industries · The Indian Hotels Company · Trent (Westside) · Voltas
Notable non-Indian Companies Corus Group · Tetley · Tata Daewoo
Commercial Vehicle · VSNL International Canada · Jaguar Cars · Land Rover ·
Brunner Mond
BrandsGood Earth Teas · Tanishq · Taj Hotels · Tata Sky · Tata Indicom ·
Titan · Westside · Voltas
The Kirloskar Group consisting of:
Kirloskar Brothers Limited, Kirloskar Oil Engines, Kirloskar Ferrous Industries,
Kirloskar Pneumatic Company, Kirloskar Ebara Pumps Ltd., Kirloskar Construction
And Engineering Ltd., SPP Pumps (UK), Gondwana Engineers Ltd, and The Kolhapur
Steels Ltd) is India's largest Engineering and Construction Conglomerate with sales
exceeding $2 Billion.
##characteristics
A conglomerate firm controls range of activates in various industries that
require different skills in the specific managerial functions of research,
applied engineering, prdtn, mktg and so on.
Diversification is achieved mainly by external acquisitions and mergers, not
by internal development.
FINANCIAL CONGLOMERATES
Conglomerate firms in which corporate mgt provides a flow of funds to operating
segments, exercises control over strategic planning functions, and is the ultimate
financial risk taker, but does not participate in operating decisions.
Distinct economic functions are:
1. It improves risk/return ratios through diversification.
2. It avoids “gambler’s ruin” (an adverse run of losses which might cause
bankruptcy)
3. Establishing programs of financial planning control. These systems improves
the quality of general & functional managerial performance, there by
resulting in more efficient operations & better resource allocation for the
economy.
##Managerial conglomerates
Conglomerate firms which provide managerial expertise, counsel &
interaction on decisions to operating units. Mgt conglomerate not only
assume financial responsibility & control, but also play a role in operating
decisions & provide staff expertise & staff services to the operating entities.
Generic mgt functions are:
1. Planning, organizing, directing & controlling are readily transferable to all
types of business firms.
This theory argues for mgt transferability across a wide variety of industries & types
of orgns including govt, nonprofit institutions and military and religious orgns.
##CONCENTRIC COMPANIES
A merger in which there is carry –over in specific mgt functions (ex: mktg) or
complementarily in relative strengths among specific mgt functions rather than
carry-over/complementarities in only generic mgt functions (eg: planning).
Therefore, if the activities of the segments brought together are so related that
there is carry over of specific mgt functions (mufg, finance, mktg, personnel, & so
on) or complementarily in relative strengths among these specific mgt functions,
the merger should be termed concentric rather than conglomerate.
Ex: if one co., has competence in research, mufg., or mktg that can be applied to
the pdt problems of another co., that lacks that particular competence, a merger
will provide the opportunity to lower cost function.
Firms seeking to diversify from advanced technology industries my be strong
on research but weaker on pdtn., and mktg., capabilities firms in industries with less
advanced technology.
##Motives being merger (Reasons, logic, Benefits, Causes)
1. Limit competition
2. Utilize under-utilized market power
3. Achieve diversification
4. Overcome the problem of slow growth & profitability of one’s own industry
5. Utilize under utilized resources like, human, physical & managerial skills
6. Reap speculative gains attendant upon new security issue/change in P/E
ratio.
7. Achieve growth potentiality
8. Achieve profitability
9. Maximize the shareholders wealth
10.Diversifying the risk of the company
11.Gain economies of scale & increase income with proportionately less
investment
12.Displace existing management.
13.Circumvent government regulations.
14.Establish a transnational bridgehead without excessive start-up costs to gain
access to a foreign market.
##Motives behind M&A
The dominant rationale used to explain M&A activity is that acquiring firms
seek improved financial performance. The following motives are considered
to add shareholder value:
Synergy: This refers to the fact that the combined company can often reduce
duplicate departments or operations, lowering the costs of the company
relative to the same revenue stream, thus increasing profit.
Increased revenue/Increased Market Share: This motive assumes that the
company will be absorbing a major competitor and thus increase its power
(by capturing increased market share) to set prices.
Cross selling: For example, a bank buying a stock broker could then sell its
banking products to the stock broker's customers, while the broker can sign
up the bank's customers for brokerage accounts. Or, a manufacturer can
acquire and sell complementary products.
Economies of Scale: For example, managerial economies such as the
increased opportunity of managerial specialization. Another example are
purchasing economies due to increased order size and associated bulk-
buying discounts.
Taxes: A profitable company can buy a loss maker to use the target's loss as
their advantage by reducing their tax liability. In the United States and many
other countries, rules are in place to limit the ability of profitable companies
to "shop" for loss making companies, limiting the tax motive of an acquiring
company.
Geographical or other diversification: This is designed to smooth the earnings
results of a company, which over the long term smoothens the stock price of
a company, giving conservative investors more confidence in investing in the
company. However, this does not always deliver value to shareholders (see
below).
Resource transfer: resources are unevenly distributed across firms (Barney,
1991) and the interaction of target and acquiring firm resources can create
value through either overcoming information asymmetry or by combining
scarce resources [1].
Vertical integration: Vertical Integration occurs when an upstream and
downstream firm merge (or one acquires the other). There are several
reasons for this to occur. One reason is to internalize an externality problem.
A common example is of such an externality is double marginalization.
Double marginalization occurs when both the upstream and downstream
firms have monopoly power, each firm reduces output from the competitive
level to the monopoly level, creating two deadweight losses. By merging the
vertically integrated firm can collect one deadweight loss by setting the
upstream firm's output to the competitive level. This increases profits and
consumer surplus. A merger that creates a vertically integrated firm can be
profitable.
##Advantages of merger & acquisitions
1. Maintaining or accelerating a co’s growth, particularly when the internal
growth is constrained due to paucity of resources.
2. Enhancing profitability, through cost reduction resulting from economies of
scale, operating efficiency and synergy.
3. Diversifying the risk of the co., particularly when it acquires those businesses
whose income streams are not correlated.
4. reducing tax liability because of the provision of setting-off accumulated
losses and unabsorbed depreciation of one co., against the profit of another.
5. Limiting the severity of competition of increasing the companies market
power.
##CHANGE FORCES CONTRIBUTING TO M&A ACTIVITIES
1. Technological changes (technological requirements of firm has increased)
2. Economies of scale and complimentary benefits (growth opportunities among
product areas are unequal)
3. Opening up of economy or liberalization of economy
4. Global economy (increase in competition)
5. Deregulation
6. New industries were created.
7. Negative trends in some economies.
8. Favorable economic & financial conditions (real time financial planning and
control information requirements have increases).
9. Widening inequalities in income & wealth
10.High valuation on equities.
11.Requirement of human capital has grown relative to physical assets.
12.Increase in new product line.
13.Distribution and marketing methods have changed.
##THEORIES OF MERGER
Efficiency theories
A. Differential managerial efficiency
B. Inefficient management
C. Operating synergy
D. Pure diversification
E. Strategic realignment to changing environments
F. Undervaluation
II. Information and signaling
III. Agency problems and managerialism
IV. Free cash flow hypothesis
v. Market power
VI. Taxes
VII. Redistribution.
##EFFICIENCY THEORIES
• Efficiency theory of mergers suggest that M & A provide mechanism by which
capital can be used more efficiently & that the productivity of the firm can be
increased through economies of scale.
• It also states that mergers & other forms of asset redeployment have
potential for social benefits.
• These theories can be further divided as:
## A. DIFFERENTIAL MANAGERIAL EFFICIENCY
• It says that more efficient firm will acquire less efficient firm and realize gains
by improving their efficiency. This implies excess managerial capabilities in
the acquiring firm.
• Ex: if the mgt of firm A is more efficient than the mgt of firm B and if after
firm A acquires firm B, the efficiency of firm B is brought up to the level of
efficiency of firm A, efficiency is increased by merger. This would be a social
gain as well as a private gain.
FEATURES
• This give rise for detecting below-average /less-than-full-potential
performance and have the managerial know-how for improving the
performance of the acquired firm.
• The acquiring firm may be overoptimistic in their judgments of their impact
on the performance of the acquired firms.
Consequence-pay too much /fail to improve its performance –acquired
firm.
• The level of efficiency in the economy would be raised by such merger.
• Differential efficiency theory is more likely to be a basis for horizontal
mergers.
DIFFICULTIES
• It would result in only one firm in the economy, indeed in the world- the firm
with a greatest managerial efficiency.
## Managerial efficiency
• If a firm has an efficient mgt team whose capacity is in excess of its current
managerial input demand, the firm may be able to utilize the extra
managerial resources by acquiring a firm that is inefficiently managed due to
shortages of such resources.
• A merger b/w to 2 firms will be synergistic since it combines the
nonmanagerial organization capital of the acquired firm with the excess
managerial resources of the acquiring firm.
##INEFFICIENT MANAGEMENT THEORY
• Inefficient mgt is simply not performing up to its potential. Another control
group might be able to manage the assets of this area of activity more
effectively (i.e., mgt that is inept in an absolute sense).
• Inefficient management theory could be a basis even for mergers b/w firms
with unrelated business.
OBSERVATIONS
1.The theory assumes that owners (shareholders) of acquired firms are unable to
replace their own mgrs, and thus it is necessary to invoke costly mergers to replace
inefficient mgrs.
• Merger for corporate control will principally be of the Horizontal and vertical
types in which the acquiring firms mgt is familiar with the environment of the
acquired firm’s activities.
• Merger do not imply the inability of the owners to replace their inefficient
mgrs but the scarcity of able mgrs in the market.
• Merger with other firms can provide the necessary supply of managerial
capabilities.
2. If the replacement of incompetent mgrs were the sole motive for mergers, it
should be sufficient to operate the acquired firm as a subsidiary rather than
to merge it into the acquirer.
3. The mgrs of the acquiring firm will be replaced after the merger.
( dissertation study of 28 conglomerate firms concludes that-they try to
acquire companies with capable mgt that could be retained)
• Firm making multiple acquisitions in a relatively short period of time would
face difficulties in managing the acquired firms efficiently if it used its own
premerger managerial resources only or if it employed new managers after
displacing the acquired firms’ mgrs.
##FINANCIAL SYNERGY
Synergy refers to the type of reaction that occur when two substances or
factors combine to produce a greater effect together than that with the sum
of the two operating independently could account for. It refers to the
phenomenon 2+2=5.
FINANCIAL SYNERGY
The impact of a corporate merger or acquisition on the costs of capital to the
acquiring or the combined firm refers to financial synergy.
Financial synergy occurs as a result of the lower costs of internal financing
versus external financing. A combination of firms with different cash flow
positions and investment opportunities may produce a financial synergy and
achieve lower cost of capital.
A firm in a declining industry will provide large cash flows since there are few
attractive investment opportunities. A growth industry has more investment
opportunities than cash with which to finance them.
##OPERATING SYNERGY
• This theory assumes that economies of scale do exist in the industry and that
prior to the merger, the firms are operating at levels of activity that fall short
of achieving the potentials for economies of scale.
• It can be achieved in horizontal, vertical and even in conglomerate
mergers.
• Economies of scale arises because of indivisibilities, such as people,
equipment, and overhead, which provides increasing returns if spread over a
large no. of units of output.
• Ex: one firm might be strong in cash but weak in marketing while another has
strong marketing department without the R&D capability. Merging the two
firms would result in operating synergy.
• The R&D dept of chemical & pharmaceutical co’s often must have a large
staff of highly competent scientists who, if given the opportunity, could
develop & oversee a large no. of product areas.
• One problem in merging is- how to combine and coordinate the good parts of
the organization and eliminate what is not required?
• vertical integration is one area in which operating economies may be
achieved. Costs of communication, & various forms of bargaining , &
opportunistic behaviour can be avoided by vertical integration.
• Combining firms at difft stages of an industry may achieve more efficient
coordination of the difft levels.
##PURE DIVERSIFICATION
Diversification of shareholders wealth through mergers along with the employees &
managers of the company is termed as the pure diversification.
Reasons:
Demand for diversification by mgrs & other employees,
Preservation of orgnal and reputational capital,
Preservation of Financial and tax advantages.
• Diversification of the firm provide managers and other employees with job
security & opportunities for promotion and, other things being equal, results
in lower labour costs. i.e., Firm-specific investment.
• Firm-specific investment: knowledge acquired while working for the firm
may be valuable to the firm but not to others .( employees are more
productive in their current job than in other firms-specialized knowledge)
Information on employees is accumulated within the firm over time.
Information is used for efficient matching of employees and jobs or of employees
themselves for a particular job-managerial & other teams are formed in the firm.
• Diversification ensure smooth & efficient transition of the firm’s activities &
the continuity of the teams and the orgn.
3. Firm have reputational capital which customers, suppliers, & employees
utilize in establishing their r/s with the firm.
• Reputation is acquired over time through firm-specific invts., in
Advertising,
Research & development
Fixed assets,
Personnel training,
Orgnal devpt, & so on.
• Diversification can help preserve the firm’s reputational capital which will
cease to exist if the firm is liquidated.
4. With regard to financial synergy & tax effect, diversification can increase
corporate debt capacity and decrease the present value of future tax liability.
These effects are a result of the decrease in cash flow variability due to the
merger.
• Diversification can be achieved through internal growth as well as mergers.
##E. STRATEGIC REALIGNMENT TO CHANGING ENVIRONMENT
• It says that mergers take place in response to the environmental changes.
External acquisitions of needed capabilities allow firms to adopt more quickly
and with less risk than developing capabilities internally.
• Strategic planning is concerned with the firm’s environments and
constituencies, not just operating decisions.
• The strategic planning approach to mergers implies either the possibilities of
economies of scale or tapping an under used capacity in the firm’s present
managerial capabilities.
• By external diversification the firms acquirers mgt skills form needed
augmentation of its present capabilities.
• Competitive mkt for acquisitions implies that the NPV from M&A invts is likey
to be small.
• If these invts, exploit synergy opportunities & can be used as a base for still
additional invts, with +ve NPV, the strategy may succeed.
##F. UNDRVALUATION
• It states that mergers occur when the market value of target firm stock for
some reason does not reflect its true or potential value or its value in the
hands of an alternative mgt.
• One cause of under valuation may be that mgt is not operating the co up to
its potential.
• Second possibility is that the acquirers have inside information.
• If bidders possess information which the general mkt does not have, they
may place a higher value on the shares than currently prevails in the mkt.
• Another aspect of under-valuation theory is the difference b/w the market
value of assets and their replacement costs.
• Inflation had double-barreled impact.
• Due to inflation in 1970’s the stock prices sere depressed & did not recovered
until the latter part of 1982, as the level of inflation dropped & business
prospects improved.
• Current replacement costs of asset was substantially higher than their
recorded historical book values.
• This twin effects resulted in a decline of the q-ratio.
Q-ratio , defined as the ration of the market value of the firm shares to the
replacement costs of the assets represented by these shares.
##II. INFORMATION & SIGNALING
• It attempts to explain why target shares seem to be permanently revalued
---- in a tender offer whether or not it is successful.
• The information hypothesis says that the tender offer sends a signal to the
market that the target shares are undervalued or alternatively the offer
signals information to target mgt., which inspires them to implement a more
efficient strategy on their own.
• Tender Offer: A method of effecting a takeover via a public offer to target
firm shareholders to buy their shares.
• A hypothesis based on this empirical observation posits that
New information is generated as a result of the tender offer and the
revaluation is permanent.
a tender offer disseminates information that the target shares are
undervalued and the offer prompts the market to revalue those shares. No
particular action by a target firm or any other is necessary to cause the
revaluation . This has been called the “sitting on a gold mine”
The offer inspires target firm mgt to implement a more efficient business
strategy on its own. This is the “kick in the pants”. No outside input other
than the offer itself is required for the upward revaluation.
SIGNALING
1. Signaling as per “Spence” is in connection with labor market:
• Signaling states that particular actions may convey other significant forms of
information.
• The level of education of a laborer was a signal not only of more training but
of higher innate abilities as well.
• Lower –quality labor could not attempt to fool the mkt by substantial outlays
for obtaining more education and training.
2. Signaling as per “Ross”- connection with capital structure decisions.
• He postulates that managers-insiders have information about their own firms
not possessed by outsiders.
• Ross shows that the capital structure decision is not irrelevant and an optimal
capital structure may exist if :
The nature of the firm’s invt., policy is signaled to the mket throught its
capital structure decision and
The manager’s compensation is tied to the truth or falsity of the capital
structure signal.
HUBRIS HYPOTHESIS
• The theory explains that acquiring firm mgrs commit errors of over optimism
in evaluating merger opportunities (due to excessive pride, animal spirits),
and end up paying too high a price for acquisitions.
• It is an explanation of why mergers may happen even if the current market
value of the target firm reflects its true economic value.
• It implies that managers look for acquisition of firms for their own potential
motives & that the economic gains are not the only motivation for the
acquisition.
Arguments:
##VII. REDISTRIBUTION
A final theory of the value increases to shareholders in takeovers is that the
gains come at the expense of other stakeholders in the firm. Expropriated
stakeholders under the redistribution hypothesis may include bondholders,
the government ( in the case of tax savings ), and organized labor.
#COSTS AND BENEFITS OF A MERGER
• When a Firm A acquires Firm B, it is making a capital invt decision &
firm B is making a capital divestment decision.
• What is the net PV of this decision to Firm A?
• What is the net PV of this decision to Firm B?
SOLUTION
• To calculate the net PV to Co., A we have to identify the BENEFIT & the
COST of the merger.
• The benefit of the merger is the difference b/w the PV of the Combined
entity PVAB & the PV of the 2 entities if they remain separate (PVA + PVB
). Hence,
Benefit = PVAB – (PVA + PVB )
• The cost of the merger, from the point of view of firm A, assuming that
compensation to firm B is paid in cash, is equal to the cash payment
made for acquiring Firm B less the PV of Firm B as a separate entity.
Thus,
Cost = Cash – PVB
• The NPV of the merger from the point of view of Firm A is the
difference b/w the Benefit and the Cost as defined above. So ,
NPV to A = Benefit – Cost
• The NPV of the merger from the point of view of firm B is simply the
cost of the merger from the point of view of Firm A. Hence,
NPV to B = (Cash - PVB )
#Cash vs. Stock Compensation
Whether to pay for an acquisition in cash or in stock is an important decision.
The choice depends on 4 factors, in the main.
1. overvaluation: if the acquiring firm’s stock is overvalued relative to
the acquired company’s stock, paying in stock can be less costly than
paying in cash.
2. Taxes: from the point of view of the shareholders of the acquired firm,
cash compensation is a taxable transaction whereas stock
compensation is not.
3. Sharing of risks and rewards: if cash compensation is paid,
shareholders of the acquired company neither bear the risks nor enjoy
the rewards of the merger. On the other hand, if stock compensation
is paid, shareholders of the acquired company partake in the risks as
well as the rewards of the merger.
4. Discipline :Empirical evidence suggests that acquisitions financed by
cash tend to succeed more compared to acquisitions financed by
stock. Because perhaps cash buyers are more disciplined, circumspect,
and rigorous in their evaluation.
#Illustration
1. Firm A has a value of Rs.20million and Firm B has a value of Rs.5
million. If the two firms merge, cost savings with the present value of
Rs.5 million would occur. Firm A proposes to offer Rs.6 million cash
compensation to acquire Firm B. Calculate the NPV of the merger to
the two firms.
SOLUTION
Given: PVA =Rs.20million, PVB =Rs 5million, PVAB = ?, Cash Rs.6
million. Therefore,
Basic computation : PVAB = PVA + PVB +Benefit
= Rs.20million + Rs 5million + Rs 5 million
= Rs.30million
i) Benefit = PVAB –(PVA + PVB )
= Rs.30million– (Rs.20million + Rs 5million )
Benefit = Rs. 5million
ii) Cost = Cash – PVB
= Rs.6 million - Rs 5million = Rs. 1 million
iii) NPV to A = Benefit – Cost
= Rs. 5 million – Rs.1million= Rs.4 million
iv) NPV to B = Cash – PVB
= Rs.6 million - Rs 5million = Rs. 1 million
#COMPENSATION IN STOCK
• In the above discussion we assumed that the acquiring firm pays cash
compensation to the acquired firm.
• In practice, however, compensation is usually paid in the form of
stock.
• When this happens, the cost component in the PV calculation needs to
be calculated with care.
Illustration:
2. Firm A plans to acquire firm B. The relevant financial details of the two
firms, prior to the merger announcement, are:
The merger is expected to bring gains which have a present value of Rs. 10
million.
Firm A offer 2,50,000 shares in exchange for 5,00,000 shares to the
shareholders of Firm B.
Calculate the NPV of the merger to the two firms. You may state your
assumptions, if any.
#Given : PVA =50 million, PVB =Rs 10 million, PVAB =----Rs.million, stock:
2,50,000.
i) Cost = Stock/cash– PVB
= Rs. 2,50,000 X 50 - Rs 100,00,000= Rs. 25,00,000/
The true cost, however, is greater than Rs.25,00,000. While calculating the
true cost we must recognize thatB’s shareholders end up owing a fraction of
the share capital of the combined firm. The true cost, when B’sshareholders
get a fraction of the share capital of the combined firm , is equal to:
ii) Cost = α PVAB – PVB
α= 2,50,000
10,00,000 + 2,50,000 α = 0.2
Assume that the market value of the two firms just before the merger
announcement are equal to their PV as separate entities and the benefit of
merger is Rs.10 milllion. Then,
ii) PVAB = PVA + PVB +Benefit
= Rs.50million + Rs 10million + Rs 10million
= Rs.70million
iii) Cost = α PVAB – PVB =0.2 X 70 million-10million = Rs.4 million
iv) NPV to A = Benefit – Cost = Rs. 10 million-4 million= Rs 6 milllion
v) NPV to B = Cost= Rs 4 million
Clearly, there is an important difference b/w cash and stock compensation.
If the compensation is paid in cash, the cost of the acquisition is independent
of the gains of the acquisiion. On the other hand, if the compensation is paid
in stock, the cost of the acquision is dependent on the gains of the
acquisition
3.Therelevantfinanciald
follows:
• GivenP:AP
RTVICU
A 5
LA=
R S
M arketpric
i) Cost=Stock/cash epe
Num berofshar
=Rs.2,46,000
Marketvalueo
=Rs.1,59,90,0
iii) Cost = α PVAB – PVB =0.235 x 790 lakh - 150 lakh = Rs. 36 lakh
iv) NPV to Day ltd = Benefit – Cost = Rs. 120 lakh – 36 lakh = Rs 84 lakh
v) NPV to Night ltd = Cost = Rs 36 lakh.
Clearly, there is an important difference b/w cash and stock compensation.
If the compensation
is paid in cash, the cost of the acquisition is independent of the gains of
the acquisition. On the
other hand, if the compensation is paid in stock, the cost of the acquision
is dependent on the
gains of the acquisition
4.Calculationoftruecost
FirmAlphaisplanningtoa
tom ergerannouncem
SOLUTION
i)
P
ARTICULARS
The true cost of Firm Alpha for acquiring Firm Beta is calculated by applying
the following formula:
Marketpricepe
True cost = α PVAB – PVB
α=total No. of shares in Firm Alpha/No. of Shares offered to Firm Beta
=2,50,000/10,00,000+2,50,000 = 0.2
One assumption of Firm Alphas and Firm Beta’s total mkt value before the proposal
for merger is equal to the PV of both the firms & the total value is calculated below:
Numberof shar
PVAB = PVA + PVB
= Rs.7,50,00,000+ Rs.1,50,00,000+Rs.1,50,00,000
=Rs. 10,50,00,000/-
Cost = α PVAB – PVB
=(0.2 x Rs.10,50,00,000) – Rs 1,50,00,000
= Rs. 60,00,000.
ii)
(a) NPV of Firm Alpha = Benefit – Cost
Marketvalueof
NPV of the merger to Firm Beta is calculated as below:
5Fromthefollowingd
(i) Whenmerger isf
(ii) Whenmerger isf
(ii) Cost of merger when it is financed by stock:
PA
Cost of merger = α PVCG – PVG
Where, α PVCG =Value of Firm Cipla that Firm Glenmark’s shareholders get.
If Firm Cipla agrees to pay by way of 16,667 equity shares instead of cash
of Rs.10,00,000 now the apparent cost would be as follows:
M
16,667 shares @ Rs. 60 10,00,000
2,50,000
PVCG = PV + PV
= Rs. 67,50,000/-
M
True cost of merger = α PVCG – PVG
The apparent cost as calculated above is Rs. 2,50,000 whereas true cost is
Rs. 2,10,250 i.e., apparent cost is more than true cost and merger is
beneficial to Firm Glenmark.
Ca
The summarized
LIABILITIES
Negotiations for takeover of R Ltd. result in its acquisition by A Ltd. The purchase
consideration consists of
(ii) Rs. 1,00,000, 12% convertible preference shares in A ltd. for the payment of
the preference share capital of R Ltd.
(iii) 1,50,000 equity shares of A Ltd. to be issued at its current market price of Rs.
10 each)
15; and
(iv) A ltd., would meet dissolution expenses of Rs. 30,000.
The project is expected to generate yearly operating CFAT of Rs. 7,00,000 for 6
years. It is estimated (had fixed assets of R Ltd. would fetch Rs. 3,00,000 at the end
of 6th year.
Solution
Statement showin
PARTIC
Sale-pro
1. Explain the concept of horizontal, vertical and Conglomerate mergers.
Illustrate your answer with suitable examples in the Indian context.
2. How does operating synergy differ from financial synergy?
6. ‘the basic motive for mergers and acquisitions is growth and synergy’
Critically evaluate this statement.
7. What is merger?
10.What is takeover?
MODULE-2
MODULE 2 (5 Hours)
• A strategic perspective
• Industry life cycle and product life cycle
• Analysis in M&A decision,
• Strategic approaches to M&A
• SWOT analysis,
• BCG matrix,
• Porter’s Five forces model
Mergers and Acquisition activities should take place within the framework of long
range planning by business firms. M & A are the most popular means of corporate
restructuring or business combinations.
It is believed that M & A are strategic decisions leading to the maximization of the
company’s growth by enhancing its production and marketing operations.
The reasons why M & A activities are considered to strategic in decision are:
It includes huge amount of investment and the benefits are long term in
nature.
Maintaining or accelerating a company’s growth, particularly when the
internal growth is constrained due to scarcity of resources.
Enhancing profitability, through cost reduction resulting from economies of
scale, operating efficiency and synergy.
Diversifying the risk of the company, particularly when it acquires those
businesses whose income streams are not correlated.
Limiting the severity of competition by increasing the company’s market
power.
Reducing tax liability because of the provision of setting off accumulated
losses and unabsorbed depreciation of one co., against the profits of another.
## INDUSTRY LIFE CYCLE
• Newly created firms may sell to outside larger firms in a mature or declining
industry, thereby enabling larger firms to enter a new growth industry.
• These result in related or conglomerate mergers.
• The smaller firms may wish to sell because they want to convert personal
income to capital gain and because they do not want to place large invts in
the hands of managers that do not have a long record of success.
• Horizontal mergers b/w smaller firms may also occur, enabling such firms to
pool mgt and capital resources.
II. GROWTH STAGE / EXPLOITATION STAGE
• Horizontal and related mergers may be undertaken to match the low cost &
price performance of other firms, domestic/ foreign, by achieving economies
of scale in research, marketing & production.
• Some horizontal acquisitions of smaller firms by larger firms take place to
provide mgt skills & broader financial base.
Decline stage-
• Opportunities and Threats are external value creating (or destroying) factors
a company cannot control, but emerge from either the competitive dynamics
of the industry/market or from demographic, economic, political, technical,
social, legal or cultural factors.
• Typical examples of factors in a SWOT Analysis diagram:
• Any organization must try to create a fit with its external environment. The
SWOT diagram is a very good tool for analyzing the (internal) strengths and
weaknesses of a corporation and the (external) opportunities and threats.
However, this analysis is just the first step. Actually creating alignment is
often a more hazardous job, because in reality the two sides of the SWOT
analysis often point in opposite directions, leaving strategists with the
paradox of creating alignment either from the outside-in (market-driven
strategy) or from the inside-out (resource driven strategy).
S trategic a ppro ac hes -toS WM O &AT a
c a pa bilitie s in re la tio n to the e n
• S trengths
- s pe c ialis t m a rke ting expertis e
- exc lus ive a c c es s to na tura l re
- pate nts
- new , inno va tive pro d uc t o r s er
- lo c a tio n o f yo ur bus ines s
## EXAMPLES
Wal-Mart SWOT Analysis.
•
- c os t a dva nta ge thro ug h pro
Strengths - Wal-Mart is a powerful retail brand. It has a reputation for value
for money, convenience and a wide range of products all in one store.
Weaknesses - Wal-Mart is the World's largest grocery retailer and control of
its empire, despite its IT advantages, could leave it weak in some areas due
• The BCG matrix or also called BCG model relates to marketing. The
BCG model is a well-known portfolio management tool used in
product life cycle theory. BCG matrix is often used to prioritize which
products within company product mix get more funding and
attention.
• Each product has its product life cycle, and each stage in product's
life-cycle represents a different profile of risk and return. In general,
a company should maintain a balanced portfolio of products. It
includes both high-growth as well as low-growth products.
• But the question is, how do we exactly find out what phase our
product is in, and how do we classify what we sell? Furthermore, we
also ask, where does each of our products fit into our product mix?
Should we promote one product more than the other one? The BCG
matrix can help with this.
• Products and markets with low growth where the firm has a small
market share are “DOGS” and the firm should discontinue such
products, according to the simple product portfolio approach.
• The BCG matrix reaches further behind product mix. Knowing what
we are selling helps managers to make decisions about what
priorities to assign to not only products but also company
departments and business units.
- use large amounts of cash and are leaders in the business so they should also
generate large amounts of cash.
- frequently roughly in balance on net cash flow. However if needed any
attempt should be made to hold share, because the rewards will be a cash
cow if market share is kept.
2. Cash Cows:- as industry matures, its growth slows, so that if a firm
continues to have high mkt share, the attractive profits are available for
invt in mkts with more favorable growth rates so the products becomes
“cash cows” (=low growth, high market share)
- profits and cash generation should be high , and because of the low growth,
investments needed should be low. Keep profits high
- Foundation of a company
3. Dogs Products and markets with low growth where the firm has a small
market share and the firm should discontinue such products, according to
the simple product portfolio approach. (=low growth, low market share)
- avoid and minimize the number of dogs in a company.
- beware of expensive ‘turn around plans’.
- deliver cash, otherwise liquidate
In such a scenario:
• A. Cash Cows Business Units will beat their profit target easily; their
management have an easy job and are often praised anyhow. Even worse,
they are often allowed to reinvest substantial cash amounts in their
businesses which are mature and not growing anymore.
• B. Dogs Business Units fight an impossible battle and, even worse,
investments are made now and then in hopeless attempts to 'turn the
business around'.
• C. As a result (all) Question Marks and Stars Business Units get mediocre size
investment funds. In this way they are unable to ever become cash cows.
These inadequate invested sums of money are a waste of money. Either
these SBUs should receive enough investment funds to enable them to
achieve a real market dominance and become a cash cow (or star), or
otherwise companies are advised to disinvest and try to get whatever
possible cash out of the question marks that were not selected.
• Some limitations of the Boston Consulting Group Matrix include:
• High market share is not the only success factor
• Market growth is not the only indicator for attractiveness of a market
• Sometimes Dogs can earn even more cash as Cash Cows
## Strategic approaches to M&A - Porter’s Five forces model
• Barriers to entry measure how easy or difficult it is for new entrants to enter
into the industry. This can involve for example:
• Cost advantages (economies of scale, economies of scope)
• Access to production inputs and financing,
• Government policies and taxation
• Production cycle and learning curve
• Capital requirements
• Access to distribution channels
• Patents, branding, and image also fall into this category.
Force 2: Threat of substitutes
• Every top decision makes has to ask: How easy can our product or service be
substituted? The following needs to be analyzed:
• How much does it cost the customer to switch to competing products or
services?
• How likely are customers to switch?
• What is the price-performance trade-off of substitutes?
• If a product can be easily substituted, then it is a threat to the company
because it can compete with price only.
Force
• Now the question is how strong the position of buyers is. For
example, can your customers work together to order large volumes to
squeeze your profit margins? examples:
• Buyer volume and concentration
• What information buyers have
• Can buyers corner you in negotiations about price
• How loyal are customers to your brand
• Price sensitivity
• Threat of backward integration
• How well differentiated your product is
• Availability of substitutes Having a customer that has the leverage to dictate
your prices is not a good position.
Force 4: Bargaining power of suppliers
Corporate restructuring
-different methods of restructuring
-joint ventures
-sell off and spin off
-divestitures
-equity carve out
-leveraged buy outs (LBO)
– management buy outs
-master limited partnerships
-employee stock ownership plans (ESOP)
# WHAT IS CORPORATE RESTRUCTURING
#CORPORATE RESTRUCTURING
Corporate
Restructurin
Ownership restructuring
Business restructuring
Asset restructuring
#CHARACTERISTICS:
1. To improve the co., Balance sheet, (by selling unprofitable division from its
core business).
2. To accomplish staff reduction ( by selling/closing of unprofitable portion)
3. Changes in corporate mgt
4. Sale of underutilized assets, such as patents/brands.
5. Outsourcing of operations such as payroll and technical support to a more
efficient 3rd party.
6. Moving of operations such as manufacturing to lower-cost locations.
7. Reorganization of functions such as sales, mktg, & distribution
8. Renegotiation of labor contracts to reduce overhead
9. Refinancing of corporate debt to reduce interest payments.
10.A major public relations campaign to reposition the co., with consumers.
GM-Toyota JV, GM hoped to gain new experience in the mgt techniques of the
Japanese in building high-quality, low-cost compact & subcompact cars.
Whereas, Toyota was seeking to learn from the mgt traditions that had made
GE the no. 1 auto producer in the world and
In addition to learn how to operate an auto co., in the environment under the
conditions in the US, dealing with contractors, suppliers, and workers
1. Internal reasons:
Build on company's strengths
Spreading costs and risks
Improving access to financial resources
Economies of scale and advantages of size
Access to new technologies and customers
Access to innovative managerial practices
2. Competitive goals
Influencing structural evolution of the industry
Defensive response to blurring industry boundaries
Creation of stronger competitive units
Speed to market
Improved agility
3. Strategic goals
Synergies
Transfer of technology/skills
Diversification
Example:
# B. SELL OFF
Selling a part or allof the firm by any one of means: sale, liquidation, spin-off
& so on. OR
General term for divestiture of part/all of a firm by any one of a no. of means:
sale, liquidation, spin-off and so on.
PARTIAL SELL-OFF
# C DEMERGERS
• a spinoff or
• a split-up.
Rationale for Demergers
• Sharper focus
• Improved incentives and accountability
#Demergers STRUCTURE
Demergers are one type of spin-offs: (under/section 391)
X Y Transfers
A = Demerging Company
Y
B = Resulting Company: may or may not have existed earlier
A transfers undertaking to B
undertaking Y
B issues shares to shareholders of A
Company A
Company B
Shareholders
Issues shares
Of A
# Merger & Demerger PROCESS
Phase- I
Draft Scheme
Notice to members of Board of both companies
Determine swap ratio based on valuation report
Board approval of both companies
Prior NoCs from secured creditors and shareholders for exemption from
meeting: Reduce Time and Costs
In ICICI Ltd. merger with ICICI Bank, meeting of preference
shareholders of ICICI Ltd. was dispensed with since sole preference
shareholder furnished an NOC
Phase- II
Draft Application under s. 391(1)
Application to HCs in respective jurisdictions of both companies for sanction /
direction to conduct meetings
Moving registered office to one jurisdiction: Reduce
Time and Costs
Phase- III
Notice of EGM to members with statement of terms of merger, interests of
directors and proxy forms: 21 days
Advertisement
Notice in 2 newspapers: 21 days
Affidavit certifying compliance with HC’s directions in respect of notice/
advertisement
Meetings of creditors and/ or shareholders: agreed to by majority in number
representing ¾ of value present and voting
Chairman of meetings to file report within 7 days of meeting
Resolutions and Explanatory Statements to be filed with RoC
After the spinoff, the parent company and the spun off company are
separate corporate entities.
Feature
Proportion of ownership:
The existing stockholders have the same proportion of ownership in the new entity
as in the original firm.
Separation of control
The new entity exists as a separate decision-making unit.
It may develop policies & strategies difft from those of the original parent.
#Spin-Offs STRUCTURE
Transfer of
X Y undertaking Y
Y
MODULE-4
MODULE 4 (7 Hours)
• Merger Process: Dynamics of M&A process-
• Identification of targets-
• Negotiation-
• Closing the deal.
• Five-stage model –
• Due diligence (detailed discussion).
Process of merger integration
Steps in Merger
Once the proposal fits into the strategic motive of the acquirer, then the
proposed acquirer will collect all relevant info., relating to the target co., about
share price movements, earnings, dividends, market share, shareholding patterns,
gearing, financial position, benefits from proposed acquisition etc.
This form of investigation will bring out the strengths and weaknesses of both
one’s own co., and the prospective merger candidate.T he acquirer co., should not
only consider the benefits to be obtained but also be careful about the attendant
risks. If the proposal is viable after thorough analysis from all angles, then the
matter will be carried further.
2. Negotiation stage:
It’s the stage in which the bargain is made in order to secure the highest
price by the seller and the acquirer keep to limit the price of the bid.
Before the negotiations start, the seller needs to decide the minimum price
acceptable and the buyer needs to decide the maximum he is prepared to
pay.
After the consideration is decided then the payment terms and exchange
ratio of shares will be decided, which has to be worked out by valuing the
shares of both, as per norms and methods of valuation of shares.
Approved valuer or a firm of chartered accountants will evaluate the shares
on the basis of audited accounts as on the transfer date
3. Approval of proposal by Board of Directors-
Deciding upon the considerations of the deal and terms of payments, the proposal
will be put for the Board of Director’s approval.
As per the provisions of the Companies Act 1956 the shareholders of both seller and
the acquirer companies hold meeting under the directions of the National Company
Law Tribunal and consider the scheme of amalgamation. A separate meeting for
both preference and equity shareholder is convened for this purpose.
Approvals from all these are to be sought for as per the respective agreement with
each of them and their interest are considered in drawing up the scheme of merger.
6. Tribunal’s approval:-
Is required for confirming the scheme of amalgamation.
The Tribunal shall issue orders for winding up of the amalgamating company
without dissolution on receipt of the reports from the official liquidator and
Regional Director that the affairs of the amalgamating company have not
been conducted in a manner prejudicial to the interest of its members or to
public interest.
7. Approval of Central Government:- is required on the recommendation made
by the specified authority under Sec 72A of the Income Tax Act, if applicable
8 Integration stage:
the structural and cultural aspects of the two organizations, if carefully integrated
in the new organization, will lead to successful merger and ensure that expected
benefits of the merger are realized.
DUE DILIGENCE
the following:
Competition
Verify cost Economics
Take stock of capabilities
SELLER’S PERSPECTIVE
Provides the seller with a fresh and independent perspective into how well
positioned they are to maximize value and present their business with a
focus on its key differentiators.
Provides the seller with comfort that there are no surprises in the acquirers
due diligence process
To be/or not to be firm in the negotiations
Do not want to assume any risk of non-payment
Do not want to carry any residual liabilities
MOVING TO A HOLISTIC DUE DILIGENCE PLAN
Strategic Buyer- focus on what strategic value the target company will
provide to it (for example, elimination of a competitor, access to new
customers, or acquisition of a complimentary product line)
Financial Buyer- focus on the target company’s financial condition and
operating history so as to satisfy itself that it will receive a reasonable rate of
return on its investment.
KEY QUESTIONS
> insurance
> abandon.
TYPES OF SYNERGIES
Compatibility issues:
– People management
– Hierarchical relations
– Decision making processes
– Openness to change
Avoiding culture clash
-Pharmacia-Upjohn: aggressive Americans merging with ‘lazy’ Swedes
Due Diligence is nothing but a detailed evaluation. Once a proposal has passed
through initial screening, it is subjected to a detailed evaluation or due diligence
process.
Any M & A activity needs a lot of structuring such that they are within the tax and
legal frame work. Any merger to happen successfully, has to be structured in such
a way that they are tax efficient, compliant with SEBI, FDI, Capital Market and
Government rules and regulations.
It tests the strategic rationale behind a proposed transaction with two broad
questions:
c. no environmental problems
d. there are no other contingent liabilities
4. Physical inspection of the property & assets possessed by the target company
10. Valuation
11. Negotiation
The basic function of due diligence is to assess the benefits & the costs of a
proposed acquisition by including into all relevant aspects of the past, present & the
predictable future of a business to be purchased.
E 5
A G
S T
Post-Acquisit
1. CORPORATE STRATEGY DEVELOPMENT
Audit
Business strategy is concerned with ways of achieving, maintaining, or enhancing
competitive advantage in product markets. Corporate strategy is concerned with
ways of optimizing the portfolios of business that a firm currently owns & with how
this portfolio can be changed to serve the interests of the corporation’s
stakeholders. M & A is one such activity which achieves the objectives of both
corporate and business strategies.
Industry structure driven,
Competition among strategic groups, Post-Acquisition
Competence or resource based competition, etc.
Integration
Firms make acquisitions to gain market power, gain economies of scale and
scope or internalize vertically linked operations to save on cost of dealing
with markets, thus adding further cost savings.
Approaches to strategy formulation
ST
A
I. BOSTEN CONSULTING GROUP APPROACH
1. The Expensive Curve.
2. The Product life cycle.
3. The Portfolio balance.
II. PORTER APPROACH
1. Selection of an attractive industry
2. Developing a competitive advantage through cost leadership
3. Developing attractive value chains.
One of the major reasons for the observed failure of many acquisitions may
be that firms lack the orgn resources and capabilities for making acquisitions.
It is also likely that the acquisition decision-making processes within firms are
far from the models of economic rationality that one may assume.
Success for effective acquisition integration is determined at least partly by
the thoroughness, clarity and forethought with which the value creation logic
in blueprinted at the acquisition decision stage.
A pre-condition for a successful acquisition is that the firm organizes itself for
effective acquisition making.
An understanding of the acquisition decision process is important, since it has
a bearing on the quality of the acquisition decision and its value creation
logic.
A frame work is developed for effective orgn of the M & A function. The aim
of this frame work is to develop the acquisition function as an impt orgnal
capability and as a core competence of the firm.
At this stage the firm lays down the criteria for potential targets of
acquisitions consistent with the strategic objectives and value creation logic
of the firm’s corporate strategy and business model.
Deal Structuring and Negotiating: This stage consists of
Valuing target companies, taking into account how the acquirer plans to
leverage its own assets with those of the targets.
Choice of advisors to the deal such as investment bankers, lawyers etc.
Performing due diligence
Determining the range of negotiation parameters
Negotiating the positions of senior mgt of both the firms in the post merger
firm
Developing the appropriate bid and defense strategies and tactics within the
parameters set by relevant regulatory regime, etc.
Negotiations are conducted in an atmosphere where the bidder & the target may
have private information that the other party does not have. Each can use this
information advantage to gain favorable terms during negotiation.
Post-Acquisition Integration
This is a very important stage, the objective of which is to put in place a merged
organization that can deliver the strategic and value expectatons that drove the
merger in the first place.
Integration has the characteristics of a change mgt programme but here three
types of change may be involved:
Such a methodical process helps to analyze problems and provide solutions. So that
integration achieves the strategic & value creation goals.
Post merger audit by internal auditors can be acquisition specific as well as being
part of an annual audit. Internal auditors have a significant role in ensuring
organizational learning and its dissemination.