Mergers, Acquisitions, and Other Restructuring Activities: An Integrated Approach to Process, Tools, Cases, and Solutions
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Two strengths distinguish this textbook from others. One is its presentation of subjects in the contexts where they occur. Students see different perspectives on subjects and learn how complex and dynamic the mergers and acquisitions environment is. The other is its use of current events. Of its 72 case studies, 3/4 are new or have been updated. The implications of Dodd-Frank and US Supreme Court rulings affecting the Sarbanes-Oxley Act, among other regulatory changes, are developed to enhance teaching and learning experiences. Other improvements to the 6th edition have shortened and simplified chapters, increased the numbers and types of pedagogical supplements, and expanded the international appeal of examples. With a renewed focus on empirical and quantitative examples, the 6th edition continues to demonstrate how people work together on mergers and acquisitions and why the actions of specific individuals have far-reaching implications.
- Presents an integrated approach to the activities involved in mergers, acquisitions, business alliances, and corporate restructurings.
- All chapters have been revised, updated, and contain new content, and 14 include more extensive changes. Structural revisions make chapters more streamlined, shorter, and less complex.
- Case studies cover a dozen industries, and 75% are new or have been updated. All include discussion questions and answers.
Donald DePamphilis
Donald M. DePamphilis has a Ph.D. in economics from Harvard University and has managed more than 30 acquisitions, divestitures, joint ventures, minority investments, as well as licensing and supply agreements. He is Emeritus Clinical Professor of Finance at the College of Business Administration at Loyola Marymount University in Los Angeles. He has also taught mergers and acquisitions and corporate restructuring at the Graduate School of Management at the University of California, Irvine, and Chapman University to undergraduates, MBA, and Executive MBA students. He has published a number of articles on economic forecasting, business planning, and marketing. As Vice President of Electronic Commerce at Experian, Dr. DePamphilis managed the development of an award winning Web Site. He was also Vice President of Business Development at TRW Information Systems and Services, Director of Planning at TRW, and Chief Economist at National Steel Corporation
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Mergers, Acquisitions, and Other Restructuring Activities - Donald DePamphilis
Advance Praise for Mergers, Acquisitions, and Other Restructuring Activities, Sixth Edition
DePamphilis has masterfully covered in one book all relevant managerial, strategic, financial, accounting, legal, and tax aspects of M&A in an easily understood roadmap for any M&A transaction, large or small. With totally up-to-date material, he provides the crucial information that is necessary in today's rapidly changing M&A world.
—Lloyd Levitin, Professor of Clinical Finance and Business Economics, University of Southern California
After teaching M&A for ten years, I was relieved when last semester I finally switched to DePamphilis' text. His single book replaced numerous other sources that I had to use before. His academic rigor is combined with his deep personal experience as a deal maker, and thus the textbook is highly valuable to both newcomers and those who have been involved in transactions for many years.
—Viktoria Dalko, Professor of Global Finance, Harvard University Extension School
"Mergers, Acquisitions, and Other Restructuring Activities, Sixth Edition, delivers an essential understanding of corporate restructuring processes by combining insights from many case studies with academic rigor. The book points out how M&A can create value as well as the ways it can lead to value destruction. In addition to state-of-the-art valuation techniques, it explains the regulatory corporate governance framework for both the United States and Europe. It's an excellent text, and I highly recommend it."
—Luc Renneboog, Professor of Corporate Finance, CentRE, Tilburg University
Great textbook that in a simple and straightforward manner combines the latest insights from academia with contemporary industry practices. It fits perfect in a class of MBA students or executives. I will be sure to use it the next time I teach M&A.
—Karin Thorburn, DnB Nor Professor of Finance, Norwegian School of Economics and Business Administration
"Mergers, Acquisitions, and Other Restructuring Activities is quite simply an outstanding text. Don DePamphilis delivers a comprehensive guide to the M&A process from start to finish.… In sum, Mergers, Acquisitions, and Other Restructuring Activities is a comprehensive, up-to-date, outstanding text."
—Scott C. Linn, R.W. Moore Chair in Finance and Economic Development, University of Oklahoma
Praise for Mergers, Acquisitions, and Other Restructuring Activities, Fifth Edition
This is a truly comprehensive text and does a wonderful job at supplying the underlying motives and theory as well as the critical ‘in practice’ elements that many books lack. It spans all types of M&A and restructuring transactions and covers all the relevant knowledge, from academic research to the practical legal, accounting, and regulatory details. The book is up to date and teaches the state-of-the-art techniques used today. The book contains numerous cases and spreadsheet support that enable the reader to put into practice everything that is covered. The combination of great writing and active case learning make this book the best I have seen in the M&A and restructuring arena.
—Matthew T. Billett, Associate Professor of Finance, Henry B. Tippie Research Fellow, University of Iowa
"I am happy to recommend the fifth edition of Mergers, Acquisitions, and Other Restructuring Activities. Having used prior editions of Don DePamphilis' text, I can affirm that the newest edition builds on a firm foundation of coverage, real-world examples, and readability. My students have consistently responded favorably to prior editions of the book. In the newest edition, I was delighted to discover that Don is expanding his coverage of family-owned businesses, already a strength in his earlier editions, which were distinguished by their coverage of the valuation of privately held businesses. Additional attention is paid to restructuring, bankruptcy, and liquidation as well as risk management, which are clearly topics of interest to every business person in today's economic climate."
—Kent Hickman, Professor of Finance, Gonzaga University
This fifth edition is one of the most comprehensive books on mergers and acquisitions. The text combines theories, valuation models, and real-life cases to give business students an overall insight into the M&A deal process. The up-to-date real-life examples and cases provide opportunities for readers to explore and apply theories to a wide variety of scenarios such as cross-border transactions, highly levered deals, firms in financial distress, and family-owned businesses. The chapter on restructuring under bankruptcy and liquidation, both inside and outside the protection of bankruptcy court, is timely and most useful in light of today's economic crisis. Overall, this is an excellent book on mergers, acquisitions, and corporate restructuring activities.
—Tao-Hsien Dolly King, Rush S. Dickson Professor of Finance, Associate Professor, Department of Finance, The Belk College of Business, University of North Carolina at Charlotte
"Mergers, Acquisitions, and Other Restructuring Activities is an interesting and comprehensive look at the most important aspects of M&A and corporate restructuring — from strategic and regulatory considerations and M&A deal processes, through several chapters on M&A valuation and deal structuring, to other types of restructuring activities. It not only provides a roadmap for M&A and other corporate restructuring transactions but also highlights key things to watch for. The book is clearly written with extensive but easy-to-follow case examples and empirical findings and cases to illustrate the points in the text. It is a book by an expert for M&A instructors and students as well as practitioners."
—Qiao Lui, Faculty of Business and Economics, The University of Hong Kong
"I am delighted with Don DePamphilis' Mergers, Acquisitions, and Other Restructuring Activities, Fifth Edition. It is a clear, comprehensive, and thorough discussion of the issues involving all restructuring activities. The use of mini-cases throughout each chapter both highlights and clarifies key elements of the decision-making process. The end-of-chapter discussion questions ideally complemented the problem set questions to challenge readers' understanding of the covered concepts. I am impressed with the current reflection of market conditions throughout the text and the extent of the changes to provide greater understanding for students. I expect to find that students will also be impressed with the clarity and structure of the text when I introduce the newest edition to my course. I recommend the fifth edition to any professor covering mergers, acquisitions, bankruptcies, or other restructuring topics which can be used with specific chapters to cover limited topics, or as a text with a complete course on restructurings."
—John F. Manley, Professor of Finance, Hagan School of Business, Iona College
"Mergers and Acquisitions continue to be among the preferred competitive options available to companies seeking to grow and prosper in the rapidly changing global business scenario. In this new updated and revised fifth edition of his path-breaking book, M&A expert Dr. DePamphilis illustrates how mergers, acquisitions, and other major forms of restructuring can help a company grow and prosper in the highly complex and competitive corporate takeover marketplace. Interspersed with highly relevant and up-to-date M&A case studies covering a broad range of industries are the multifarious aspects of corporate restructuring in an integrated manner adopting a lucid style. While academic research studies on the subject have been incorporated in a coherent manner at appropriate places in the book, every effort has been made by the author to deal with the intricacies of the subject by offering comprehensive coverage of the latest methods and techniques adopted in managing M&A transactions in general and in dealing with business valuations of both public and private companies in particular.
The book provides practical ways of dealing with M&As even in an economic downturn, with an exclusive chapter on corporate restructuring under bankruptcy and liquidation. With the greatly enlarged and up-to-date material on varied aspects of the subject, the book provides a plethora of real-world examples that will go a long way in making the subject easy, stimulating, and interesting to academicians and practitioners alike."
—Donepudi Prasad, ICFAI Business School, Hyderabad, India
Professor DePamphilis has made significant, important, and very timely updates in this fifth edition of his text. He incorporates contemporary events such as the credit crunch and the latest accounting rules in the West plus M&A issues in emerging markets which includes family businesses. He also readdresses corporate governance, a topic that will become increasingly important in business schools the world over in M&A. This text has become, and will increasingly become, the definitive, comprehensive, and thorough reference on the subject.
—Jeffrey V. Ramsbottom, Visiting Professor, China Europe International Business School, Shanghai
"I think the fifth edition of Mergers, Acquisitions, and Other Restructuring Activities does a comprehensive job of covering the M&A field. As in the previous edition, the book is divided into five parts. These are logical and easy to follow, with a nice blend of theory, empirical research findings, and practical issues. I especially like two chapters—that on bankruptcy and liquidation is extremely relevant in today's economic conditions, and that on private equity and hedge funds is interesting because M&A activities by these players are not well-documented in the literature. Overall, I believe that MBA students will find the book useful both as a textbook in class and as a reference book for later use."
—Raghavendra Rau, Purdue University and Barclays Global Investors
This book is truly outstanding among textbooks on takeovers, valuation, and corporate restructuring for several reasons: the DePamphilis book not only gives a very up-to-date overview of the recent research findings on takeovers around the world but also offers nearly 100 business case studies. The book treats all the valuation techniques in depth and also offers much institutional detail on M&A and LBO transactions. Not just takeover successes are analyzed but also how financially distressed companies should be restructured. In short, the ideal textbook for any M&A graduate course.
—Luc Renneboog, Professor of Corporate Finance, Tilburg University, The Netherlands
"The fifth edition of Mergers, Acquisitions, and Other Restructuring Activities by Professor Donald DePamphilis is an excellent book. Among its many strengths, I can easily identify three that stand out. First, it is up to date, covering recent knowledge published in most of academic journals. Second, it offers comprehensive coverage of the subject matter, including chapters on the U.S. institutional, legal, and accounting environment; on technical aspects; valuation techniques; and strategic issues. Third, it is practical by including Excel spreadsheet models and a large number of real cases. These three aspects, along with the large number of end-of-chapter discussion and review questions, problems, and exercises, make this book one of the best choices for the subject."
—Nickolaos G. Travlos, The Kitty Kyriacopoulos Chair in Finance and Dean, ALBA Graduate Business School, Greece
It is difficult to imagine that his fourth edition could be improved upon, but Dr. DePamphilis has done just that. His latest edition is clearer and better organized, and contains a wealth of vitally important new material for these challenging times. I especially recommend the new chapter on liquidation for members of boards of directors who face extreme circumstances. This is a remarkably useful book for readers at any level—students, instructors, and company executives, as well as board members. Bravo Don!
—Wesley B. Truitt, Adjunct Professor, School of Public Policy, Pepperdine University
The book is an excellent source for both academicians and practitioners. In addition to detailed cases, it provides tools contributing to value creation in M&A. A must book for an M&A course.
—Vahap Uysal, Assistant Professor of Finance, Price College of Business, University of Oklahoma
An impressively detailed overview of all aspects of mergers and acquisitions. Numerous recent case studies and examples convince the reader that the material is very relevant in today's business environment.
—Theo Vermaelen, Professor of Finance, INSEAD
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This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein).
Notices
Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary.
Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information, methods, compounds, or experiments described herein. In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility.
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Library of Congress Cataloging-in-Publication Data
DePamphilis, Donald M.
Mergers, acquisitions, and other restructuring activities : an integrated approach to process, tools, cases, and solutions / Donald M. DePamphilis. – 6th ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-12-385485-8 (alk. paper)
1. Organizational change—United States—Management. 2. Consolidation and merger of corporations—United States—Management. 3. Corporate reorganizations—United States—Management. I. Title.
HD58.8.D467 2012
658.1'6–dc23
2011022347
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library.
For information on all Academic Press publications, visit our website at www.elsevierdirect.com
Printed in the United States
11 12 13 14 15 10 9 8 7 6 5 4 3 2 1
I extend my heartfelt gratitude to my wife, Cheryl, and my daughter, Cara, without whose patience and understanding this book could not have been completed, and to my brother, Mel, without whose encouragement this book would never have been undertaken.
List of Business Case Studies
3
3
Strategic realignment*
47
Related diversification*
49
Horizontal merger*
51
51
Regulatory failure*
57
Enforcing securities laws*
65
Consent decrees*
70
Business alliances*
82
International antitrust*
84
Regulating global markets**
86
EU antitrust**
91
91
Hostile takeover*
126
Hostile cross-border takeover
128
Bidding strategy
135
135
Strategy implementation*
145
Defensive acquisition*
152
Strategic realignment*
163
Industry consolidation*
165
Opportunistic acquisition**
169
169
Vision drives strategy*
196
Strategy realignment*
198
Related diversification*
203
203
Culture clash
208
Plan before executing
217
IT integration challenges
222
Incompatible cultures**
224
Minority investors*
228
Integration implementation**
230
International culture clash
235
235
Value of nonoperating assets
279
Betting on new technology*
281
Importance of understanding valuation assumptions
283
283
Defining real options**
320
Valuing startups**
322
Determining ownership percentages
325
325
The power of models
357
Applying simulation models
360
Analyzing synergy**
365
365
Developing options
401
Alternatives to IPO
403
Estimating and applying discounts**
409
409
Financing transactions*
430
Preserving value*
437
Preselling assets**
444
Auction process**
446
Staged transactions*
449
449
Addressing shareholder needs**
455
338 election*
477
Tax-advantaged sale*
480
Two-stage, tax-advantaged deal*
485
485
Potential conflicts of interest**
529
Private equity deal*
532
Two-stage, tax-advantaged deal**
539
539
M&A alternative*
559
Minority investment**
568
Joint venture*
572 International joint venture *
575
575
Split-offs of noncore businesses*
579
Asset sale*
588
Breakup*
590
Spin-offs structure**
593
Split-off structure*
610
Split-off related merger**
613 Breakup strategy *
617
617
Chapter 11 Reorganization
16.1. Lehman Brothers Files for 625
Liquidation of a financial services firm**
648
363 reorganization*
652
Using Chapter 11 to renegotiate contracts
655
655
Cross-border auction**
660
Geographic diversification*
688
Political risk in cross-border M&A risk*
690
International expansion**
* A single asterisk indicates that the case study is new since the fifth edition of this book.
** A double asterisk indicates that the case study has been updated since the fifth edition.
Preface
To the Reader
Mergers, acquisitions, business alliances, and corporate restructuring activities are increasingly commonplace in both developed and emerging countries. Given the frequency with which such activities occur, it is critical for businesspeople and officials at all levels of government to have a basic understanding of why and how such activities take place. The objective of Mergers, Acquisitions, and Other Restructuring Activities is to bring clarity to what can be an exciting, complex, and sometimes frustrating subject. It is intended to help the reader think of the activities involved in mergers, acquisitions, business alliances, and corporate restructuring in an integrated way.
While all of the chapters in the book contain new content and have been revised and updated, 14 of them have undergone pervasive changes. Many of the finer details in each chapter have been moved to footnotes, resulting in a more streamlined, shorter, and less complex text. The chapters contain the latest academic research, with increased focus on recent empirical findings. Additional numerical examples have been included in more chapters to illustrate the application of important concepts.
About one-fourth of the book is devoted to business valuation and financial modeling. Chapters 7 and 8 are totally focused on commonly used alternative valuation methods. Chapter 9 addresses important modeling issues not covered in prior editions.
Chapters 10, 13, 16, and 17 deal with specialized valuation applications, including valuation of private firms, leveraged buyouts, distressed companies, and cross-border transactions. These chapters describe in detail the context in which these specialized situations occur.
Chapter 1 now includes examples that illustrate the important function that economies of scale and scope often play in mergers and acquisitions. Additional details on the roles of key participants in the M&A process are also provided.
Chapter 2 has been revised extensively to reflect the implications of the far-reaching Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank) for governance; for the environment in which mergers, acquisitions, and other corporate restructuring activities occur; and for participants in the M&A and restructuring process. The chapter also contains recent U.S. Supreme Court rulings affecting the Sarbanes-Oxley Act, the impact of Regulation FD on announcement date financial returns, and the 2010 issuance by the U.S. Department of Justice and the Federal Trade Commission of updated guidelines for approving horizontal mergers.
The implications of the say on pay
and clawback
provisions of the Dodd-Frank Act are explored in Chapter 3, as well as changes in Securities and Exchange Commission regulations that have made it easier for shareholders to place their candidates for the board of directors on corporate ballots.
Chapter 5 contains a more in-depth discussion of the negotiation process and how to develop effective negotiating strategies. Chapter 7 provides a more detailed discussion of the impact of risk on financial returns, the treatment of taxes in valuation, and the calculation of the market value of a firm's debt under different scenarios, as well as alternative valuation methods and how to adjust enterprise cash flow to estimate a firm's equity value per share. Chapter 8 now contains a discussion of studies documenting the valuation methods that are most commonly used in practice.
Chapter 9 includes a more rigorous discussion and illustration of how M&A Excel-based simulation models can be useful tools in the negotiation process. It also offers streamlined examples of estimating synergy and other aspects of the model-building process. The academic studies summarized in Chapter 10 that illustrate when and how to apply control premiums, liquidity, and minority discounts as part of the valuation process have been updated. The section in Chapter 11 on using collar arrangements to manage risk has been expanded, with more examples describing how to construct those based on fixed share exchange ratios and fixed value arrangements.
Chapter 12 has been updated to include a discussion of the implications of recent changes to accounting rules that apply to business combinations, additional examples, and the status of the pending convergence of GAAP with international accounting standards.
The discussion of tax structures and strategies also has been updated and streamlined. Chapter 13 has a more detailed discussion (including illustrations) of how LBOs create value and how such transactions are financed. Chapter 14 illustrates how joint ventures often are valued and how the distribution of ownership is determined. Chapter 15 includes a more detailed discussion of the divestiture process and how selling firms choose the appropriate selling process, as well as a discussion of those factors that have an impact on purchase price premiums
Finally, Chapter 16 discusses a methodology for valuing firms that are experiencing financial distress and the Orderly Liquidation Authority created under the Dodd-Frank Act. All of the chapters reflect the latest academic research.
Three-fourths of the 72 case studies are new or have been updated from the previous edition, with most of the transactions discussed having taken place within the last four years. Eleven case studies involve cross-border or foreign transactions, four involve hostile takeovers, four deal with highly leveraged transactions, four involve private or family-owned businesses, eight address various aspects of deal structuring, and five involve firms experiencing financial distress. All of the case studies include discussion questions, with answers for all end-of-chapter and many in-chapter
case study questions available in the Online Instructor's Manual. Finally, the case studies involve transactions in a dozen different industries.
This sixth edition contains nearly 300 end-of-chapter discussion and review questions, problems, and exercises that give readers the opportunity to test their knowledge of the material. Many of the exercises will enable students to find their own solutions based on different sets of assumptions, using Excel-based spreadsheet models that are available on the book's companion site. Solutions to all questions, problems, and exercises are available on the expanded Online Instructor's Manual. The online manual now contains more than 1,600 true/false, multiple-choice, and short essay questions, as well as numerical problems
In addition to Excel-based customizable M&A and LBO valuation and structuring software, PowerPoint presentations, and due diligence materials, the companion website provides access to an interactive learning library. The learning library enables readers to test their knowledge by having their answers to specific questions scored immediately.
The site also contains a Student Study Guide and models for estimating a firm's borrowing capacity and for adjusting a firm's financial statements, as well as numerous illustrations of concepts discussed.
Mergers, Acquisitions, and Other Restructuring Activities is intended for students in mergers and acquisitions, corporate restructuring, business strategy, management, and entrepreneurship courses. It works well at both the undergraduate and the graduate level. The text also should interest financial analysts, chief financial officers, operating managers, investment bankers, and portfolio managers. Others who may have an interest include bank lending officers, venture capitalists, government regulators, human resource managers, entrepreneurs, and board members.
From the classroom to the boardroom, this text offers something for anyone with an interest in mergers and acquisitions, business alliances, and other forms of corporate restructuring.
To the Instructor
This text is an attempt to provide organization to a topic that is inherently complex because of the diversity of applicable subject matter and the breadth of disciplines that must be involved to complete most transactions. Consequently, the discussion of M&A is not easily divisible into highly focused chapters. Efforts to compartmentalize the topic often result in the reader not understanding how seemingly independent topics are integrated. Understanding M&A involves an understanding of a full range of concepts, including management, finance, economics, business law, financial and tax accounting, organizational dynamics, and the role of leadership.
With this in mind, Mergers and Acquisitions provides a new organizational paradigm for discussing the complex and dynamically changing world of M&A. It is organized according to the context in which events normally occur during mergers and acquisitions and so is divided into five parts: environment, process, valuation and modeling, deal structuring and financing, and alternative business and restructuring strategies. Topics that are highly integrated are discussed within these five groupings. (See Figure P.1 for the organizational layout of the book.)
Figure P.1 Course layout for the use of Mergers, Acquisitions, and Other Restructuring Activities .
Mergers, Acquisitions, and Other Restructuring Activities equips the instructor with the information needed to communicate effectively with students who have different levels of preparation. The generous use of examples and the contemporary business cases makes the text suitable for distance-learning and self-study programs, as well as large, lecture-focused courses.
The extensive use of the end-of-chapter discussion questions, problems, and exercises (with answers available in the Online Instructor's Manual) offers the opportunity to test students' progress in mastering the material. Prerequisites for this text include familiarity with basic accounting, finance, economics, and management concepts.
Online Instructor's Manual
The Online Instructor's Manual contains PowerPoint presentations for each chapter (completely consistent with those found on the companion website), suggested learning objectives, recommended ways to teach the materials, detailed syllabi for both undergraduate- and graduate-level classes, examples of excellent papers submitted by the author's students, and an exhaustive test bank. It contains more than 1,600 test questions and answers (including true/false, multiple choice, short essay, case studies, and computational problems) and solutions to end-of-chapter discussion questions and case study questions.
The online manual also contains, in a file folder entitled Preface to the Online Instructor's Manual and Table of Contents,
suggestions on how to teach the course to both undergraduate and graduate classes.
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There you will find detailed instructions on how to gain access to the online manual.
Student Study Guide
The Student Study Guide on the companion website includes chapter summaries that highlight key learning objectives for each chapter, as well as true/false, multiple-choice, and numerical questions and answers to enhance the student's learning experience.
Practical, Timely, and Diverse Examples and Current Business Cases
Each chapter begins with a vignette that is intended to illustrate a key point or points described in more detail as the chapter unfolds. Hundreds of examples, business cases, tables, and figures illustrate the application of key concepts. Many exhibits and diagrams summarize otherwise diffuse information and the results of numerous empirical studies substantiating key points made in each chapter.
Each chapter concludes with a series of 15 discussion questions and two integrative end-of-chapter case studies intended to stimulate critical thinking and test the reader's understanding of the material. Six chapters include a series of practice problems and exercises to facilitate learning the chapter's content.
Comprehensive Yet Flexible Organization
Although the text is sequential, each chapter was developed as a self-contained unit to enable adaptation to various teaching strategies and students with diverse backgrounds. The flexibility of the book's organization also makes the material suitable for courses of various lengths, from one quarter to two full semesters. The amount of time required depends on the student's level of sophistication and the instructor's desired focus.
Undergraduates have consistently demonstrated the ability to master 8 or 9 chapters during a typical semester, whereas graduate-level students are able to cover effectively 12 to 14 chapters of the book during the same period.
Acknowledgments
I would like to express my sincere appreciation for the many helpful suggestions received from a number of anonymous reviewers and the many resources of Academic Press/Butterworth-Heinemann/Elsevier. Specifically, I would like to thank Alan Cherry, Ross Bengel, Patricia Douglas, Jeff Gale, Jim Healy, Charles Higgins, Michael Lovelady, John Mellen, Jon Saxon, David Offenberg, Chris Manning, and Maria Quijada for their constructive comments.
I would also like to thank Scott Bentley, Executive Editor at Elsevier/Academic Press/Butterworth-Heinemann, for his ongoing support and guidance, as well as Editorial Project Manager Kathleen Paoni and Production Project Manager Marilyn Rash.
About the Author
Dr. DePamphilis has managed more than 30 transactions through closing, including acquisitions, divestitures, joint ventures, minority investments, licensing, and supply agreements in a variety of industries. These industries include financial services, software, metals manufacturing, business consulting, healthcare, automotive, communications, textiles, and real estate. He earned a B.A. in economics from the University of Pittsburgh and an M.A. and a Ph.D. in economics from Harvard University.
Currently clinical professor of Finance at Loyola Marymount University in Los Angeles, Dr. DePamphilis teaches mergers and acquisitions, corporate restructuring, deal making, finance, micro- and macroeconomics, and corporate governance to undergraduate, MBA, and executive MBA students. He has served as chair of the Student Investment Fund at Loyola Marymount College of Business, and he is a recipient of the University's Executive MBA Leadership Achievement Award.
Dr. DePamphilis has lectured on M&A and corporate restructuring, finance, and economics at the University of California, at Irvine, Chapman University, and Concordia University. As a visiting professor, he taught mergers and acquisitions at the Antai School of Management, Shanghai Jiao Tong University, in Shanghai.
Dr. DePamphilis's more than 25 years of experience in various industries, include positions as vice president of Electronic Commerce for Experian Corporation, vice president of Business Development at TRW Information Systems and Services, senior vice president of Planning and Marketing at PUH Health Systems, director of Corporate Business Planning at TRW, and chief economist for National Steel Corporation. He also served as director of Banking and Insurance Economics for Chase Econometric Associates and as an economic analyst for United California Bank. While at United California, he developed a complex, interactive econometric forecasting model of the U.S. economy. He is a graduate of the TRW and National Steel Corporation Executive Management programs.
Dr. DePamphilis has authored numerous articles and books on M&A, business planning and development, marketing, and economics in peer-reviewed academic journals as well as business and trade publications. His books include the extremely popular Mergers, Acquisitions, and Other Restructuring Activities, now in this sixth edition; Mergers and Acquisitions Basics: All You Need to Know; and Merger and Acquisition Basics: Negotiation and Deal Structuring. This book has been translated into Chinese and Russian and is used in universities worldwide.
Dr. DePamphilis has also spoken to numerous industry and trade associations and customer groups and to Los Angeles community and business groups.
Frequently, Dr. DePamphilis serves as a consultant in litigation involving product and personal liability, patent infringement, and business valuation, including expert analysis and depositions in cases primarily related to mergers and acquisitions. He also offers target selection, negotiation support, and business valuation services.
Please forward any comments and/or suggestions you may have about this book to the author at ddepamph@lmu.edu.
TABLE OF CONTENTS
Cover Image
Title
Front matter
Copyright
Dedication
List of Business Case Studies
Preface
Acknowledgments
About the Author
PART I. The Mergers and Acquisitions Environment
Introduction
Chapter 1. Introduction to Mergers and Acquisitions
Inside M&A: dell moves into information technology services
Chapter overview
Mergers and Acquisitions as Change Agents
Why Mergers and Acquisitions Happen
Merger and acquisition waves
Why It Is Important to Anticipate Merger Waves
Alternative forms of corporate restructuring
Friendly versus hostile takeovers
The role of holding companies in mergers and acquisitions
The role of employee stock ownership plans in M&As
Business Alliances as Alternatives to Mergers and Acquisitions
Participants in the Mergers and Acquisitions Process
Alternative investors and lenders
Activist Investors and M&A Arbitrageurs
Do M&As pay off for shareholders, bondholders, and society?
Why some M&As fail to meet expectations
Long-term performance
Some things to remember
Chapter business cases
Chapter 2. Regulatory Considerations
Inside M&A: The limitations of regulation and the lehman brothers meltdown
Chapter overview
Federal securities laws
Antitrust laws
Dodd-frank wall street reform and consumer protection act
State Regulations Affecting Mergers and Acquisitions
National Security-Related Restrictions on Direct Foreign Investment in the United States
The U.S. foreign corrupt practices act
Fair disclosure (regulation FD)
Regulated Industries
Environmental laws
Labor and benefit laws
Cross-border transactions
Some Things to Remember
Chapter Business Cases
Chapter 3. The Corporate Takeover Market
Inside M&A: kraft sweetens its offer to overcome cadbury's resistance
Chapter overview
Alternative models of corporate governance
Factors that affect corporate governance
Alternative takeover tactics in the corporate takeover market
What makes the aggressive approach successful?
Other tactical considerations
Developing a bidding or takeover strategy
Alternative takeover defenses in the corporate takeover market
The impact of takeover defenses on shareholder and bondholder value
Some things to remember
Chapter business cases
PART II. The Mergers and Acquisitions Process: Phases 1 through 10
Introduction
Chapter 4. Planning: Developing Business and Acquisition Plans
Inside M&A: Nokia's Gamble to Dominate the Smartphone Market Falters
Chapter Overview
A Planning-Based Approach to M&As
Phase 1: Building the Business Plan
The Business Plan as a Communication Document
Phase 2: Building the Merger–Acquisition Implementation Plan
Some Things to Remember
Chapter Business Cases
Chapter 5. Implementation: Search through Closing
Inside M&A: bank of america acquires merrill lynch
Chapter overview
Phase 3: the search process
Phase 4: the screening process
Phase 5: first contact
Phase 6: negotiation
Phase 7: developing the integration plan
Phase 8: closing
Phase 9: implementing postclosing integration
Phase 10: conducting a postclosing evaluation
Some things to remember
Chapter business cases
Chapter 6. Integration
Inside M&A: general electric's water business fails to meet expectations
Chapter overview
The role of integration in successful M&As
Viewing integration as a process
Integrating business alliances
Some things to remember
Chapter business cases
PART III. Merger and Acquisition Valuation and Modeling
Introduction
Chapter 7. A Primer on Merger and Acquisition Cash-Flow Valuation
Inside M&A: the importance of distinguishing between operating and nonoperating assets
Chapter overview
Required returns
Analyzing risk
Calculating free cash flows
Applying income or discounted-cash-flow methods
Valuing firms subject to multiple growth periods
Valuing firms under special situations
Using the enterprise method to estimate equity value
Valuing nonoperating assets
Putting it all together
Some things to remember
Chapter business cases
Chapter 8. Applying Relative, Asset-Oriented, and Real-Option Valuation Methods to Mergers and Acquisitions
Inside M&A: a real-options perspective on microsoft's dealings with Yahoo!
Chapter overview
Applying relative-valuation (market-based) methods
Applying asset-oriented methods
The replacement cost method
Valuing the firm using the weighted-average method
Analyzing mergers and acquisitions in terms of real options
Determining when to use the different approaches to valuation
Which valuation methods are actually used in practice
Some things to remember
Chapter business cases
Chapter 9. Applying Financial Modeling Techniques
Inside M&A: HP buys EDS—the role of financial models in decision making
Chapter overview
Limitations of financial data
The model-building process
Using financial models in support of M&A negotiations
Alternative applications of M&A financial models
Some things to remember
Chapter business cases
Chapter 10. Analysis and Valuation of Privately Held Companies
Inside M&A: cashing out of a privately held enterprise
Chapter overview
Demographics of privately held businesses
Governance issues in privately held and family-owned firms
Challenges of valuing privately held companies
Process for valuing privately held businesses
Step 1: adjusting financial statements
Step 2: applying valuation methodologies to privately held companies
Step 3: developing discount (capitalization) rates
Step 4: applying control premiums, liquidity, and minority discounts
Reverse mergers
Using leveraged employee stock ownership plans to buy private companies
Empirical studies of shareholder returns
Some things to remember
Chapter Business Cases
PART IV. Deal-Structuring and Financing Strategies
Introduction
Chapter 11. Structuring the Deal
Inside M&A: pfizer acquires wyeth labs despite tight credit markets
Chapter overview
The deal-structuring process
Form of acquisition vehicle and postclosing organization
Legal form of the selling entity
Form of payment or total consideration
Managing risk and closing the gap on price
Using collar arrangements to preserve shareholder value
Form of acquisition
Some things to remember
Chapter business cases
Chapter 12. Structuring the Deal
Inside M&A: continued consolidation in the generic pharmaceuticals industry
Chapter overview
General tax considerations and issues
Taxable transactions
Tax-free transactions
Other tax considerations affecting corporate restructuring
Financial reporting of business combinations
Impact of purchase accounting on financial statements
International accounting standards
Recapitalization accounting
Some things to remember
Chapter business cases
Chapter 13. Financing Transactions
Inside M&A: Kinder Morgan Buyout Raises Ethical Questions
Chapter Overview
Characterizing Leveraged Buyouts
How do LBOS create value?
When Do Firms Go Private?
Financing Transactions
Common Forms of Leveraged Buyout Deal Structures
Prebuyout and Postbuyout Shareholder Returns
Using DCF Methods to Value Leveraged Buyouts
LBO Valuation and Structuring Model Basics
Some Things to Remember
Chapter Business Cases
PART V. Alternative Business and Restructuring Strategies
Introduction
Chapter 14. Joint Ventures, Partnerships, Strategic Alliances, and Licensing
Inside M&A: microsoft partners with yahoo! —an alternative to takeover?
Chapter overview
Motivations for business alliances
Critical success factors for business alliances
Alternative legal forms of business alliances
Strategic and operational plans
Resolving business alliance deal-structuring issues
Empirical findings
Some things to remember
Chapter business cases
Chapter 15. Alternative Exit and Restructuring Strategies
Inside M&A: Bristol-Myers Squibb Splits off the Rest of Mead Johnson
Chapter Overview
Commonly Stated Motives for Exiting Businesses
Divestitures
Spin-Offs
Equity Carve-Outs
Split-Offs and Split-Ups
Tracking, Targeted, and Letter Stocks
Voluntary Liquidations (Bust-Ups)
Comparing Alternative Exit and Restructuring Strategies
Choosing among Divestiture, Carve-Out, and Spin-Off Restructuring Strategies
Determinants of Returns to Shareholders Resulting from Restructuring Strategies
Some Things to Remember
Chapter Business Cases
Chapter 16. Alternative Exit and Restructuring Strategies
Inside M&A: calpine emerges from the protection of bankruptcy court
Chapter overview
Business failure
Voluntary settlements with creditors outside of bankruptcy
Reorganization and liquidation in bankruptcy
Analyzing strategic options for failing firms
Failing firms and systemic risk
Predicting corporate default and bankruptcy
Valuing distressed businesses
Empirical studies of financial distress
Some things to remember
Chapter business cases
Chapter 17. Cross-Border Mergers and Acquisitions
Inside M&A: inbev buys an american icon for $52 billion
Chapter overview
Distinguishing between developed and emerging economies
Globally integrated versus segmented capital markets
Motives for international expansion
Common international market entry strategies
Structuring cross-border transactions
Financing cross-border transactions
Planning and implementing cross-border transactions in emerging countries
Valuing cross-border transactions
Empirical studies of financial returns to international diversification
Some things to remember
Chapter business cases
Glossary
Index
PART I
The Mergers and Acquisitions Environment
Introduction
Chapter 1 Introduction to Mergers and Acquisitions
Chapter 2 Regulatory Considerations
Chapter 3 The Corporate Takeover Market
Introduction
Courtesy of www.CartoonStock.com
Part I discusses the context in which mergers, acquisitions, and corporate restructuring occur, including factors often beyond the control of the participants in the M&A process. Chapter 1 provides an overview of mergers and acquisitions by discussing basic vocabulary, the most common reasons why M&As happen, how such transactions occur in a series of somewhat predictable waves, and participants in the M&A process, from investment bankers to lenders to regulatory authorities.
The chapter also addresses whether M&As benefit shareholders, bondholders, and society, with conclusions based on recent empirical studies. The labyrinth of regulations that impact the M&A process is addressed in Chapter 2, including U.S. federal and state securities and antitrust laws, as well as environmental, labor, and benefit laws that add to the increasing complexity of such transactions. The implications of cross-border transactions, which offer an entirely new set of regulatory challenges, also are explored. Viewed in the context of a market in which control transfers from sellers to buyers, Chapter 3 addresses common takeover tactics employed as part of an overall bidding strategy, the motivation behind such tactics, and the defenses used by target firms to deter or delay such tactics. Bidding strategies are discussed for both friendly and unwanted or hostile business takeovers. In hostile transactions, the corporate takeover is viewed as a means of disciplining underperforming management, improving corporate governance practices, and reallocating assets to those who can use them more effectively.
The reader is encouraged to read about transactions currently in the news and to identify the takeover tactics and defenses employed by the parties to the transactions. One's understanding of the material can be enriched by attempting to discern the intentions of both the acquiring and target firms' boards and management and thinking about what you might have done differently to achieve similar goals.
Chapter 1
Introduction to Mergers and Acquisitions
If you give a man a fish, you feed him for a day. If you teach a man to fish, you feed him for a lifetime.
—Lao Tze
Inside M&A: dell moves into information technology services
Dell Computer's growing dependence on the sale of personal computers and peripherals left it vulnerable to economic downturns. Profits had dropped more than 22% since the start of the global recession in early 2008 as business spending on information technology was cut sharply. Dell dropped from number 1 to number 3 in terms of market share, as measured by personal computer unit sales, behind lower-cost rivals Hewlett-Packard and Acer. Major competitors such as IBM and Hewlett-Packard were less vulnerable to economic downturns because they derived a larger percentage of their sales from delivering services.
Historically, Dell has grown organically
by reinvesting in its own operations and through partnerships targeting specific products or market segments. However, in recent years, Dell attempted to supercharge
its lagging growth through targeted acquisitions of new technologies. Since 2007, Dell has made ten comparatively small acquisitions (eight in the United States), purchased stakes in four firms, and divested two companies. The largest previous acquisition for Dell was the purchase of EqualLogic for $1.4 billion in 2007.
The recession underscored what Dell had known for some time. The firm had long considered diversifying its revenue base from the more cyclical PC and peripherals business into the more stable and less commodity-like computer services business. In 2007, Dell was in discussions about a merger with Perot Systems, a leading provider of information technology (IT) services, but an agreement could not be reached.
Dell's global commercial customer base spans large corporations, government agencies, healthcare providers, educational institutions, and small and medium firms. The firm's current capabilities include expertise in infrastructure consulting and software services, providing network-based services, and data storage hardware; nevertheless, it was still largely a manufacturer of PCs and peripheral products.
In contrast, Perot Systems offers applications development, systems integration, and strategic consulting services through its operations in the United States and ten other countries. In addition, it provides a variety of business process outsourcing services, including claims processing and call center operations. Perot's primary markets are healthcare, government, and other commercial segments. About one-half of Perot's revenue comes from the healthcare market, which is expected to benefit from the $30 billion the U.S. government has committed to spending on information technology (IT) upgrades over the next five years.
In 2008, Hewlett-Packard (HP) paid $13.9 billion for computer services behemoth EDS in an attempt to become a total IT solutions
provider for its customers. This event, coupled with a very attractive offer price, revived merger discussions with Perot Systems. On September 21, 2009, Dell announced that an agreement had been reached to acquire Perot Systems in an all-cash offer for $30 a share in a deal valued at $3.9 billion. The tender offer (i.e., takeover bid) for all of Perot Systems' outstanding shares of Class A common stock was initiated in early November and completed on November 19, 2009, with Dell receiving more than 90% of Perot's outstanding shares.
Chapter overview
In this chapter, you will gain an understanding of the underlying dynamics of mergers and acquisitions (M&As) in the context of an increasingly interconnected world. The chapter begins with a discussion of why M&As act as change agents in the context of corporate restructuring. Although other aspects of corporate restructuring are discussed elsewhere in the chapter, the focus here is on M&As, why they happen, and why they tend to cluster in waves. You will also be introduced to a variety of legal structures and strategies that are employed to restructure corporations. Moreover, the role of the various participants in the M&A process is explained. Using the results of the latest empirical studies, the chapter addresses questions of whether mergers pay off for the target and acquiring company shareholders and bondholders, as well as for society. Finally, the most commonly cited reasons for why some M&As fail to meet expectations are discussed.
Throughout this book, a firm that attempts to acquire or merge with another company is called an acquiring company, acquirer, or bidder. The target company or target is the firm being solicited by the acquiring company. Takeovers or buyouts are generic terms for a change in the controlling ownership interest of a corporation. A review of this chapter (including practice questions and answers) is available in the file folder entitled Student Study Guide on the companion site for this book (www.elsevierdirect.com/companions/9780123854858). The site also contains a Learning Interactions Library that gives students the opportunity to test their knowledge of this chapter in a real-time
environment.
Mergers and Acquisitions as Change Agents
Businesses come and go in a continuing churn, perhaps best illustrated by the ever-changing composition of the so-called Fortune 500
—the 500 largest U.S. corporations. Only 70 of the firms on the original 1955 list of 500 are on today's list, and some 2,000 firms have appeared on it at one time or another. Most have dropped off as a result of merger, acquisition, bankruptcy, downsizing, or some other form of corporate restructuring. Consider a few examples: Chrysler, Bethlehem Steel, Scott Paper, Zenith, Rubbermaid, and Warner Lambert.
The popular media tends to use the term corporate restructuring to describe actions taken to expand or contract a firm's basic operations or fundamentally change its asset or financial structure. Corporate restructuring runs the gamut from reorganizing business units to takeovers and joint ventures to divestitures and spin-offs and equity carve-outs. Consequently, virtually all of the material covered in this book can be viewed as part of the corporate restructuring process. While the focus in this chapter is on corporate restructuring involving mergers and acquisitions, non-M&A corporate restructuring is discussed in more detail elsewhere in this book.
Why Mergers and Acquisitions Happen
The reasons M&As occur are numerous, and the importance of factors giving rise to M&A activity varies over time. Table 1.1 lists some of the more prominent theories about why M&As happen. Each theory is discussed in greater detail in the remainder of this section.
Table 1.1. Common Theories of What Causes Mergers and Acquisitions
Synergy
Synergy is the rather simplistic notion that the combination of two businesses creates greater shareholder value than if they are operated separately. The two basic types of synergy are operating and financial.
Operating Synergy
Operating synergy consists of both economies of scale and economies of scope, which can be important determinants of shareholder wealth creation.¹ Gains in efficiency can come from either factor and from improved managerial practices.
Economies of scale refer to the spreading of fixed costs over increasing production levels. Scale is defined by such fixed costs as depreciation of equipment and amortization of capitalized software, normal maintenance spending, and obligations such as interest expense, lease payments, long-term union, customer, and vendor contracts, and taxes. These costs are fixed in that they cannot be altered in the short run. By contrast, variable costs are those that change with output levels. Consequently, for a given scale or amount of fixed expenses, the dollar value of fixed expenses per unit of output and per dollar of revenue decreases as output and sales increase.
To illustrate the potential profit improvement from economies of scale, consider the merger of Firm B into Firm A. Firm A is assumed to have a plant producing at only one-half of its capacity, enabling Firm A to shut down Firm B's plant that is producing the same product and move the production to its own underutilized facility. Consequently, Firm A's profit margin improves from 6.25% before the merger to 14.58% after the merger (Table 1.2).
Table 1.2. Economies of Scale
a Margin per $ of revenue = $4.00 – $2.75 – $1.00 = $.25
b Margin per $ of revenue = $4.00 – $2.75 – $.67 = $.58
Economies of scope refer to using a specific set of skills or an asset currently employed in producing a specific product or service to produce related products or services, which are found most often when it is cheaper to combine multiple product lines in one firm than to produce them in separate firms. For example, Procter & Gamble, the consumer products giant, uses its highly regarded consumer marketing skills to sell a full range of personal care as well as pharmaceutical products. Honda knows how to enhance internal combustion engines, so in addition to cars, the firm develops motorcycles, lawn mowers, and snowblowers. Citigroup uses the same computer center to process loan applications, deposits, trust services, and mutual fund accounts for its banks' customers.
Assume Firm A merges with Firm B and combines the data processing facilities such that a single center supports both firms' manufacturing operations. By expanding the scope of a single data processing center to support all of the manufacturing facilities of the combined firms, significant cost savings can be realized in terms of lower labor, telecommunications, leased space, and overhead costs (Table 1.3).
Table 1.3. Economies of Scope
Financial Synergy
Financial synergy refers to the impact of mergers and acquisitions on the cost of capital of the acquiring firm, or the newly formed firm, resulting from the merger or acquisition. The cost of capital is the minimum return required by investors and lenders to induce them to buy a firm's stock or to lend to the firm. In theory, the cost of capital could be reduced if the merged firms have cash flows that do not move up and down in tandem (i.e., so-called coinsurance), realize financial economies of scale from lower securities issuance and transactions costs, or result in a better matching of investment opportunities with internally generated funds.
Combining a firm that has excess cash flows with one whose internally generated cash flow is insufficient to fund its investment opportunities may result in a lower cost of borrowing. A firm in a mature industry that is experiencing slowing growth may produce cash flows well in excess of available investment opportunities. Another firm in a high-growth industry may not have enough cash to realize its investment opportunities. Reflecting their different growth rates and risk levels, the firm in the mature industry may have a lower cost of capital than the one in the high-growth industry, and combining the two firms could lower their average cost of capital.
Diversification
Buying firms outside of a company's current primary lines of business is called diversification, and is typically justified in one of two ways. Diversification may create financial synergy that reduces the cost of capital, or it may allow a firm to shift its core product lines or markets into ones that have higher growth prospects, even ones that are unrelated to the firm's current products or markets. The product–market matrix shown in Table 1.4 identifies a firm's primary diversification options.
Table 1.4. The Product–Market Matrix
A firm that is facing slower growth in