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ppt are your responsibility.
Deal Making
In most mergers there is an exchange of CF what price,
when, how much, sharing of risk etc. - It is a deal
Deal Making
Even with very different estimate of future CF the
deal takes place, often with contingent contracts
based on future measurable outcomes
It can be a form of risk shifting
Valuation of contingent deals needs a background in
option valuation
Deal Making
Consider the following example
Delmarva of DE and Atlantic Energy of NJ (a
regulated utility) announced their agreement to
merge into a new holding co. in 1996 - Conectiv
Term of the agreement:
1. D shareholders would receive one share of common
stock in the new holding company for each D share
they own
2. AE shareholders would receive 0.75 share of the
holding company for each AE share they own plus
3. 0.125 shares in class A stock for each share they held
of AE (called tracking stocks)
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Deal Making
The merger did not share CF proportionally
All merged shareholders were to benefit from the
earnings of D, the first 40m of AE and the 70%
remaining above the 40m
Only the original AE shareholders got the 30% of
earnings of AE in excess of 40m
Deal Making
D did not value AE as highly as it doubted AEs ability
to maintain profits as NJ planned to deregulate power
supply
AE had stranded costs based on above-market
contracts that it had entered into prior to deregulation
A simple swap of common shares would have
necessitated paying AE shareholders more than 0.75 of
the holding company
D gave up 30% of AEs upside potential but in return
gave up fewer shares
AE believed in their performance and were able to get
a larger chunk of their upside potential but also the risk
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Deal Making
Non proportional sharing of CF has some
advantages
It screens out sellers who do not believe in their
own information
It provides a strong incentive for the seller to
achieve the upside especially when thy remain
involved in the operations of the target
Deal Making
Earnout A portion of the purchase price is to be
paid in the future contingent on the realization of the
targets future earnings.
Overcomes valuation differences and motivates
performance
Shifts some of the risk of under performance to the
seller
Earnouts possible advantages:
Deal Making
Designing an earnout agreement is not easy - it
should be a function of observable and measurable
metrics
Numerical 8
Consider the acquisition of the Power Track, a privately owned
manufacturer of aerobic and body building machines. By R-II Inc. At
closing on December 31, 2007, Conrad Owens, owner of Power Track
would receive the following consideration from R-II Inc.
a) A cash payment of $3million
(b) An 8% annual coupon 4 year subordinated note issued by R-II for
$5 million principal payable in four annual installments of $1,650,
$1,550, $1,450 and $1,350 in the following four years
(c) A contingent payment to take effect at the end of 4th year equal to
1* EBITDA
R-II would assume Power Tracks net debt of $6.2 million. Under the
terms proposed by R-II, Power Track would become a wholly owned
subsidiary of the R-II, and Mr. Owens would stay as it manager with a
4- year contract and competitive compensation. At the end of the 4th
year, Owens would receive the contingent payment and retire
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Numerical 8
In addition, the following information is available
The current Revenues and EBITDA margin of Power Track are $
98,680 and 4.05% respectively
R-II outstanding subordinated notes are priced to yield 9%
R-IIS corporate tax rate is 40%
Mr. Owens is confident that under his management and with the
support of R-II, Power Tracks EBITDA would grow at 20% per year
during the following 4 years from its current level. The projected
revenues, EBITDA margins and relevant information over the 4 years
of the earnout is shown
The WACC of companies similar to Power Track is around 12%
The earnout payment is made with after tax dollar
Numerical 9
As the investment banker of TUV-TUV systems, you are
working on TUV-TUVs purchase of Balkan Audio from the
sole owner Mr. Jones. After several meetings with Mr. Jones,
you have arrived at the following preliminary purchase terms:
Mr. Jones would receive from TUV-TUV
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Numerical 9
Additionally, you have the following information:
TUV-TUV would assume Balkans net debt of $15 million
TUV-TUV has expressed willingness to pay for Balkans equity
nine times EBITDA of $4 million minus assumed net debt
TUV-TUVs outstanding debt is priced to yield 9% and its tax
rate is 40%
The WACC of companies similar to Balkan is about 13%
Balkans EBITDA is expected to increase at 20% per year during
the following 3 years, and its fixed cost are small
At this point, you are adding the final touches to the earnout
agreement
How high a multiple of 3rd-year EBITDA would be acceptable to
TUV-TUV?
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Deal Making
Stage financing
Investment in stages to help overcome the
uncertainty
Over time one is able to get a better idea of what is
going on and then invest accordingly
This is also an option - option to expand, wait,
abandon, change product mix etc.
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Numerical 10
Consider the financing of hotmail an example of stage financing
The pre financing valuation of the firm was $1,685,000 with
10,490,272 shares outstanding
The VC agreed to provide $315,000 for a 15.75% stake in stage
I of the financing
In stage II financing a year from today, the VC offered to provide
$1.5m financing for a 33.33% stake
The founders accepted the stage I financing but negotiated the
stage II wherein they agreed to $750,000 financing for a 10.53%
stake
Compute the per share valuation under stage I and both cases of
stage II financing
Numerical 11
Consider a start up requiring $1,000 initial funding and a VC
who expects to attain 40% return. Further more the VC
estimates that the venture would yield low CF with probability
p = 0.75 and high CF with probability 0.25. The three year
projection is as shown
Year
0
Cash flow
(1000)
p = 0.75
1 - p = 0.25
Expected cash flow (1000)
0
0
0
0
900
10,000
3,175
Thank you!
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