Shearman & Sterling - NYU Stern
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Transcript Shearman & Sterling - NYU Stern
Corporate Break-Ups
Prof. Ian Giddy
New York University
Mergers, Acquisitions & Divestitures
Mergers
& Acquisitions
Divestitures
Valuation
Concept: Is a division or firm worth more
within the company, or outside it?
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 2
Breaking Up
Why—The business may be worth more
outside the company than within
How—Sell to another company, or to the
public, or give it to existing shareholders
Tax Aspects—As a rule if you get paid in cash
you realize a taxable gain; not otherwise
Effect on Shareholders—The bigger the part
sold off, the greater the percentage gain
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 3
Case Study: Pinault-Printemps-Redoute
Copyright ©2002 Ian H. Giddy
Why?
How?
Tax Aspects?
Effect on Shareholders?
Corporate Financial Restructuring 4
Why Break Up?
Pro-active
Defensive
Involuntary
Examples of each?
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 5
Why Break Up?
Pro-active (GM tracking/selling DirectTV)
Defensive (ABB selling ABB Cap Lease)
Involuntary (ATT breakup, Enron)
Examples of each?
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 6
Why Break Up?
Post-acquisition disposals
Shift of core business or strategy
Underperforming business or mistake
Lack of fit, refocus on core business
Avoid competing with customers
Antitrust compliance
Need for funds
Market or litigation risk
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 7
Tax Consequences
The spin-off and related techniques have
the advantage that they can be
structured so as to be tax free (USA)
Tax Code Section 355 requirements:
Both
the parent company and the spun-off
entity must be in business for at least 5
years
The subsidiary must be at least 80% owned
by the parent
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 8
Breaking Up
Breaking up
Tax-Free
Spin-Off
Copyright ©2002 Ian H. Giddy
Split-Up
Taxable
Tracking Stock
Divestiture
Equity Carve-Out
Split-Off IPO
Bust-Up
Corporate Financial Restructuring 9
Tax-Free Breakups
Spin-Off
Tax-Free
Split-Up
Tracking Stock
Spin-offs—pro-rata distribution by a company of all
its shares in a subsidiary to all its own shareholders
Split-offs—some parent-company shareholders
receive the subsidiary's shares in return for their
shares in the parent
Split-ups—all of the parent company's subsidiaries
are spun off and the parent company ceases to exist
Tracking Stock—special stock issued as dividend:
pays a dividend based on the performance of a
wholly-owned division
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Corporate Financial Restructuring 10
Tracking Stock
Tracking stock, sometimes known as letter
stock or alphabet stock, is a class of stock
designed to reflect the value and track the
performance of a part of the issuer's assets,
usually a separate business or group of
businesses. Claimed advantages:
preservation
of the efficiencies of a single
corporation
ability of the market to more accurately value the
respective businesses of the issuer
What does it really add?
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 11
Taxable Breakups
Taxable
Divestiture
Equity Carve-Out
Split-Off IPO
Bust-Up
Divestitures—the sale of a division of the
company to a third party
Equity carve-outs—some of a subsidiary‘s
shares are offered for sale to the general
public
Split-off
IPOs—a private company offers a part
of the company to the public
Bust-ups—voluntary liquidation of all of the
company’s business
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 12
Divestitures Can Add Value
Shareholders of the selling firm seem to
gain, depending on the fraction sold:
% of firm sold
0-10%
10-50%
50%+
Copyright ©2002 Ian H. Giddy
Announcement effect
0
+2.5%
+8%
Corporate Financial Restructuring 13
Divestitures Can Add Value
Value of combined company
Value of seller without sub + value of sub
(Seller may gain from more managerial focus,
lower WACC, less conglomerate discount)
Value of sub – standalone value
Value of sub – acquisition value to
another company
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 14
Break-up Computation
PPR with Finaref PPR without Finaref Finaref Standalone Finaref with CA
EBITDA
€ 800
€ 500
€ 300
€ 330
Tax rate
40%
40%
40%
40%
Beta
1.4
1
1.6
1.6
Growth rate
3.50%
2.50%
4%
4.50%
Equity
€ 8,000
€ 6,000
€ 3,000
€ 3,500
Debt
€ 7,000
€ 5,000
€0
€0
Risk Free
3%
3%
3%
3%
Mkt Risk Premium
7%
7%
7%
7%
Debt spread
3%
2%
4%
2%
Re
12.80%
10.00%
14.20%
14.20%
Rd
6.00%
5.00%
7.00%
5.00%
WACC
8.51%
6.82%
14.20%
14.20%
Enterprise PV
€ 16,538
€ 11,868
€ 3,059
€ 3,555
Equity PV
€ 9,538
€ 6,868
€ 3,059
€ 3,555
Additional Gains/losses
€ 1,187
€0
-€ 1,400
Choice
€ 9,538
€ 11,114
€ 10,155
Source: breakup.xls
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 15
Framework for Assessing
Restructuring Opportunities
Current market
overpricing or
underpricng
Current
Market
Value
1
Company’s
DCF value 2
5
Restructuring
Framework
Operating
improvements
Total
restructured
value
Financial
structure
improvements
(Eg Increase D/E)
4
3
Potential
value with
internal
improvements
Copyright ©2002 Ian H. Giddy
Maximum
restructuring
opportunity
Disposal/
Acquisition
opportunities
Potential
value with
internal
+ external
improvements
Corporate Financial Restructuring 16
Using The Restructuring Framework
($ Millions of Value)
$1,000
$ 25
Current
perceptions
Gap: “Premium”
$ 975
$ 300
Company
value as is
Current
Market
Price
1
2
$ 635
Maximum
restructuring
opportunity
5
Restructuring
Framework
Strategic
and operating
opportunities
Potential
value with
internal
improvements
Financial
engineering
opportunities
4
3
Disposal/
Acquisition
opportunities
$ 1,275
Optimal
restructured
value
$ 1,635
$ 10
Eg Increase D/E
Potential
value with
internal
and external
improvements
$ 1,625
$ 350
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 17
Marriott
The Choice
the decision of whether to split Marriott
Corp. into two companies--Marriott
International and Host Marriott
The Situation
decline in real estate values
has a significant percentage of assets
in hotels it had planned to sell
difficult for Marriott to pursue growth
strategies
market price of the company had
declined significantly
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 18
Marriott: Assignment
Will this type of reorganization
meaningfully improve the company?
What are the different way of effecting
break-ups? In the Marriott case, are there
reasonable alternative approaches?
Draw up a spreadsheet comparing the
before-and-after capital structure of
Marriott and its proposed component parts
How are bondholders affected? How can
they protect their interests?
Make a recommendation, and justify it.
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 19
Marriott: Project Chariot
Marriott Corp.
Marriott Intl.
Host Marriott Corp.
Intangibles
Hotels
Franchises
Management
Services
Airport and
Road Plazas
Land
Distribution
Services
Timeshares
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 20
Marriott: Breaking Up
Breaking up
Tax-Free
Spin-Off
Copyright ©2002 Ian H. Giddy
Split-Up
Taxable
Tracking Stock
Divestiture
Equity Carve-Out
Split-Off IPO
Bust-Up
Corporate Financial Restructuring 21
Marriott: Financial Restructuring
Marriott Corp. Marriott Intl
Host Marriott
Long-term debt
2732
378
2362
LYONs
228
205.2
22.8
Convertible preferred
200
200
Shareholders' equity
585
524
61
Total long-term capital
3745
1107.2
2645.8
Long-term debt/Total
Copyright ©2002 Ian H. Giddy
73%
34%
89%
Corporate Financial Restructuring 22
Corporate Restructuring
Divestiture—a reverse acquisition—is
evidence that "bigger is not necessarily
better"
Going private—the reverse of an IPO
(initial public offering)—contradicts the
view that publicly held corporations are
the most efficient vehicles to organize
investment.
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 23
Contact Info
Ian H. Giddy
NYU Stern School of Business
Tel 212-998-0426; Fax 212-995-4233
[email protected]
http://giddy.org
Copyright ©2002 Ian H. Giddy
Corporate Financial Restructuring 27