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Definitions
A merger is a combination of two or more corporations in which only one corporation survives and the merged corporations go out of business. Statutory merger is a merger where the acquiring company assumes the assets and the liabilities of the merged companies.
A subsidiary merger is a merger of two companies where the target company becomes a subsidiary or part of a subsidiary of the parent company
Corporate Restructuring
Corporate restructuring is the process of redesigning one or more aspects of the business. Restructuring a corporate is often a necessity when the company has grown to the point that the original structure can no longer efficiently manage the output and general of the company. Corporate Restructuring refers to the changes in ownership,business mix,asset mix and alliances with a view to enhance the shareholder value.Hence corporate restructuring may involve ownership restructuring,business restructuring and asset restructuring.
Merger Vs Acquisition
Merger - A Merger may be defined as the combination of two or more independent business corporations into a single enterprise, usually involving the absorption of one or more firms by a dominant firm. Mergers may be broadly classified as Horizontal, Vertical or Conglomerate. Acquisition may be defined as an act of one enterprise of acquiring, directly or indirectly of shares, voting rights, assets or control over the management, of another enterprise .
Vertical
3.
Conglomerate
4.
Formation and development of trading zones or blocks (EU, North America Free Trade Agreement Deregulation Sector booms such as energy or metals
Table 15 -1 on the following slide depicts major M&A waves since the late 1800s.
Mergers of 1990s
Strategic mega-mergers
Period
1895 - 1904
1922 - 1929
1980s 1990s
1999 - 2001
2005 - ?
Source: Adapted in part from Weston, J.F., Wang, F., Chung, S., and Hoag, S. Mergers, Restructuring, and Corporate Control. Toronto: Prentice-Hall Canada, Inc., 1990.
Mergers, amalgamations, de-mergers, acquisitions of business units or divisions, are all governed by The Companies Act for all registered companies
Acquisition of shares in listed Indian companies is governed by The Takeover Code, 1997.
2. Economies of Scope
3. Complementary Strengths
Financing Synergy
Reduced cash flow variability Increase in debt capacity Reduction in average issuing costs Fewer information problems
Strategic Realignments
Permits new strategies that were not feasible for prior to the acquisition because of the acquisition of new management skills, connections to markets or people, and new products/services.
Valuation Issues
What is Fair Market Value?
Fair market value (FMV) is the highest price obtainable in an open and unrestricted market between knowledgeable, informed and prudent parties acting at arms length, with neither party being under any compulsion to transact.
Key phrases in this definition:
1. Open and unrestricted market (where supply and demand can freely operate see Figure 15 -2 on the following slide) 2. Knowledgeable, informed and prudent parties 3. Arms length 4. Neither party under any compulsion to transact.
P
S1
B1
P*
Q
Valuation Issues
Types of Acquirers
Determining fair market value depends on the perspective of the acquirer. Some acquirers are more likely to be able to realize synergies than others and those with the greatest ability to generate synergies are the ones who can justify higher prices. Types of acquirers and the impact of their perspective on value include: 1. Passive investors use estimated cash flows currently present 2. Strategic investors use estimated synergies and changes that are forecast to arise through integration of operations with their own 3. Financials valued on the basis of reorganized and refinanced operations 4. Managers value the firm based on their own job potential and ability to motivate staff and reorganize the firms operations. MBOs and LBOs Market pricing will reflect these different buyers and their importance at different stages of the business cycle.
Models reacting to general rules of thumb and the relative pricing compared to other securities Multiples or relative valuation Liquidation or breakup values
Proactive Models
1.
A valuation method to determine what a target firms value should be based on future values of cash flow and earnings Discounted cash flow (DCF) models
Reactive Approaches
Valuation Using Multiples
1.
Find appropriate comparators Individual firm that is highly comparable to the target Industry average if appropriate
2.
Adjust/normalize the data (income statement and balance sheet) for differences between target and comparator including:
Accounting differences LIFO versus FIFO Accelerated versus straight-line depreciation Age of depreciable assets Pension liabilities, etc. Different capital structures Price-earnings ratio (trailing) Value/EBITDA Price/Book Value Return on Equity
3.
Calculate a variety of ratios for both the target and the comparator including:
4.
1. 2. 3.
Estimate the liquidation value of current assets Estimate the present value of tangible assets Subtract the value of the firms liability from estimated liquidation value of all the firms assets = liquidation value of the firm.
This approach values the firm based on existing assets and is not forward looking.
CF1 V0 kg
Valuation Issues
Valuation Framework
Time Period
Ct VT V0 t T (1 k ) t 1 (1 k )
Discount Rate
Terminal Value
Current assets Long-term assets Goodwill Total Assets Current liabilities Long-term debt Common stock Retained earnings Total Claims
Current assets Long-term assets Goodwill Total Assets Current liabilities Long-term debt Common stock Retained earnings Total Claims
Lack of Communication Loss of Key people and talent HR issues Lack of proper training
"How we get things done around here" is a short yet evocative definition of Organizational culture. It includes the emotional, cognitive and behavioral patterns among employees and how they interact with colleagues, customers, suppliers, and other stakeholders in their original firms.
Organizational culture includes the informal practices and the implicit norms and values that, as much as the codified rules, silently guide the how of employees' daily work.
Cultural Integration is the meshing of the two different Organizational Cultures. And when two firms combine, deal-makers and process managers always should be careful to integrate the formal rules and policies which previously governed each separate firm.
Failure of Cultural Integration can have adverse impacts on the M&A transaction:
Clash between the two Managements and clash between Management & Employees.
Creates differences among employees which can result in operational inefficiencies. Negatively affects the value creation process after the transaction is complete Loss of Key employees
List of Total Mergers and Acquisition(M & A) of Domestic deals, 2010 in India
Acquirer Target Sector Deal Domestic Deals in January, 2010: 32 Deals of value $2.16 Billion
Penta Homes ACC Agro Dutch Industries Encore Cement and Addictive Agriculture Cement
Dalmia Cement
Havells India Gitanjali Gems Ranbaxy Laboratories Delta Corp Aptech
Orissa Cement
Standard Electricals Morellato India Biovel Lifesciences Advani Pleasure Cruise Maya Entertainment
Cement
Electricals Gems and Jewellery Health care Hospitality Media
S ($37.66mn, 45.4%)
A ($25.53mn) A ($1.06mn) A S (50.99%) A ($16.17mn)
Spice Retail
Spice Mobiles
Global Access
Spice Televentures
Retail
Telecom Real Estate and Infrastructure Telecom
A
M
DLF
GTL Infrastructure
DLF-Liand O Rourke
Aircels 17,500 telecom towers
S ($10.64mn, 100%)
A($1.78bn)
ICICI Bank buys Bank of Rajasthan This merger between the two for a price of Rs 3000 cr would help ICICI improve its market share in northern as well as western India. JSW and Ispat Ki Kahani Jindal Steel Works acquired 41% stake at Rs 2,157 cr in Ispat Industries to make it the largest steel producer in the country. This move would also help Ispat return to profitability with time Reckitt Benckiser goes shopping Reckitt acquired Paras Pharma at a price of US $ 726 million to basically strengthen its healthcare business in the country. This was Reckitts move to establish itself as a strong consumer healthcare player in the fast growing Indian market. Mahindra goes international Mahindra acquired a 70% controlling stake in troubled South Korea auto major Ssang Yong at US $ 463 million. Along with the edge it would give Mahindra in terms of the R & D capabilities, this deal would also help them utilise the 98 country strong dealer network of Ssang Yong Fortis Healthcare acquisitions Fortis Healthcare, the unlisted company owned by Malvinder and Shivinder Singh looks set to make it two in two in terms of acquisitions. After acquiring Hong Kongs Quality Healthcare Asia Ltd for around Rs 882 cr last month, they are planning on acquiring Dental Corp, the largest dental services provider in Australia at Rs 450 cr
In the current cycle of mergers and acquisitions activity, many companies are contemplating demergers or spin-offs of unrelated business units.