Mergers and Acquisitions
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Transcript Mergers and Acquisitions
Merger versus Consolidation
Merger
One firm is acquired by another
Acquiring firm retains name and acquired firm ceases
to exist
Advantage – legally simple
Disadvantage – must be approved by stockholders of
both firms
Consolidation
Entirely new firm is created from combination of
existing firms
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Acquisitions
A firm can be acquired by another firm or individual(s) purchasing
voting shares of the firm’s stock
Tender offer – public offer to buy shares
Stock acquisition
No stockholder vote required
Can deal directly with stockholders, even if management is unfriendly
May be delayed if some target shareholders hold out for more money
– complete absorption requires a merger
Classifications
Horizontal – both firms are in the same industry
Vertical – firms are in different stages of the production process
Conglomerate – firms are unrelated
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Takeovers
Control of a firm transfers from one group to
another
Possible forms
Acquisition
• Merger or consolidation
• Acquisition of stock
• Acquisition of assets
Proxy contest
Going private
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Taxes
Tax-free acquisition
Business purpose; not solely to avoid taxes
Continuity of equity interest – stockholders of target firm must be
able to maintain an equity interest in the combined firm
Generally, stock for stock acquisition
Taxable acquisition
Firm purchased with cash
Capital gains taxes – stockholders of target may require a higher
price to cover the taxes
Assets are revalued – affects depreciation expense
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Accounting for Acquisitions
Pooling of interests accounting no longer allowed
Purchase Accounting
Assets of acquired firm must be reported at fair market value
Goodwill is created – difference between purchase price and
estimated fair market value of net assets
Goodwill no longer has to be amortized – assets are essentially
marked-to-market annually and goodwill is adjusted and treated
as an expense if the market value of the assets has decreased
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Synergy
The whole is worth more than the sum of the
parts
Some mergers create synergies because the
firm can either cut costs or use the combined
assets more effectively
This is generally a good reason for a merger
Examine whether the synergies create enough
benefit to justify the cost
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Revenue Enhancement
Marketing
gains
Advertising
Distribution network
Product mix
Strategic
benefits
Market power
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Cost Reductions
Economies of scale
Ability to produce larger quantities while reducing the average
per unit cost
Most common in industries that have high fixed costs
Economies of vertical integration
Coordinate operations more effectively
Reduced search cost for suppliers or customers
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Taxes
Take advantage of net operating losses
Unused debt capacity
Surplus funds
Carry-backs and carry-forwards
Merger may be prevented if the IRS believes the sole purpose is
to avoid taxes
Pay dividends
Repurchase shares
Buy another firm
Asset write-ups
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Reducing Capital Needs
A merger may reduce the required investment in working
capital and fixed assets relative to the two firms
operating separately
Firms may be able to manage existing assets more
effectively under one umbrella
Some assets may be sold if they are redundant in the
combined firm (this includes human capital as well)
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General Rules
Do not rely on book values alone – the market
provides information about the true worth of
assets
Estimate only incremental cash flows
Use an appropriate discount rate
Consider transaction costs – these can add up
quickly and become a substantial cash outflow
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EPS Growth
Mergers may create the appearance of growth in
earnings per share
If there are no synergies or other benefits to the merger,
then the growth in EPS is just an artifact of a larger firm
and is not true growth
In this case, the P/E ratio should fall because the
combined market value should not change
There is no free lunch
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Diversification
Diversification, in and of itself, is not a good
reason for a merger
Stockholders can normally diversify their own
portfolio cheaper than a firm can diversify by
acquisition
Stockholder wealth may actually decrease after
the merger because the reduction in risk, in
effect transfers wealth from the stockholders to
the bondholders
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Cash Acquisition
The NPV of a cash acquisition is
NPV = VB* – cash cost
Value of the combined firm is
VAB = VA + (VB* - cash cost)
Often, the entire NPV goes to the target firm
Remember that a zero-NPV investment may
also desirable
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Stock Acquisition
Value of combined firm
Cost of acquisition
VAB = VA + VB + V
Depends on the number of shares given to the target
stockholders
Depends on the price of the combined firm’s stock after the
merger
Considerations when choosing between cash and stock
Sharing gains – target stockholders don’t participate in stock
price appreciation with a cash acquisition
Taxes – cash acquisitions are generally taxable
Control – cash acquisitions do not dilute control
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Defensive Tactics
Corporate charter
Establishes conditions that allow for a takeover
Supermajority voting requirement
Targeted repurchase A.K.A. greenmail
Standstill agreements
Poison pills (share rights plans)
Leveraged buyouts
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More (Colorful) Terms
Golden parachute
Poison put
Crown jewel
White knight
Lockup
Shark repellent
Bear hug
Fair price provision
Dual class capitalization
Countertender offer
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Evidence on Acquisitions
Shareholders of target companies tend to earn excess returns in a
merger
Shareholders of target companies gain more in a tender offer than in
a straight merger
Target firm managers have a tendency to oppose mergers, thus
driving up the tender price
Shareholders of bidding firms earn a small excess return in a
tender offer, but none in a straight merger
Anticipated gains from mergers may not be achieved
Bidding firms are generally larger, so it takes a larger dollar gain to
get the same percentage gain
Management may not be acting in stockholders’ best interest
Takeover market may be competitive
Announcement may not contain new information about the bidding
firm
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Divestitures and Restructurings
Divestiture – company sells a piece of itself to another
company
Equity carve-out – company creates a new company out
of a subsidiary and then sells a minority interest to the
public through an IPO
Spin-off – company creates a new company out of a
subsidiary and distributes the shares of the new
company to the parent company’s stockholders
Split-up – company is split into two or more companies
and shares of all companies are distributed to the
original firm’s shareholders
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