Mergers and Acquisition Reasons 1. Growth 2. Synergy NAV = PVab – ( PVa + PVb ) – P – E 3. Managerial efficiency 4. Market entry 5. Diversification 6. Tax shields 7. Strategic Some unstated reasons for acquisitions: 1. Megalomania 2. Hubris spirit Forms of Business Combinations 1. Consolidation: result: a new firm e.g. Sandoz + Ciba Geigy = Novartis 2. Merger: result: only one survive e.g. HDFC BK + TIMES BK = HDFC 3. Takeovers: control over mgmt thru substantial portion of its equity. e.g
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offers three-fourths a share of common stock for each share of Y‚ the ratio of exchange of market prices would be: .667 1.0 1.125 1.5 2. The restructuring of a corporation should be undertaken if the restructuring can prevent an unwanted takeover. the restructuring is expected to create value for shareholders. the restructuring is expected to increase the firm’s revenue. the interests of bondholders are not negatively affected. 3. The "information effect" refers to the notion
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Scope of Project Takeover is a well accepted corporate strategy for growth and expansion. It has been a very appealing instrument‚ as the only need for a takeover is to be financially sound. Further it is also a lucrative instrument to persons other than a company‚ which wants to make it big. They have now become a part and parcel of modern corporate scenario. There exists an ever innovating world of takeovers which consists of acquisition‚ takeovers and defences to such takeovers. In this project
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company (called the acquirer or bidder) acquires another company (called the target)‚ then it is called takeover. Takeover can be of two types: Friendly Takeover and Hostile Takeover. In Friendly Takeover‚ the bidder informs the target of their takeover plans. If the target feels that the takeover will help its shareholders‚ then it generally accepts the takeover offer. A Hostile Takeover is an acquisition in which the company being purchased doesn’t want to be purchased‚ or doesn’t want to
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study: HK Parkview Group and Cofco Corp http://blogs.wsj.com/moneybeat/2013/09/23/cofco-land-in-hong-kong-reverse-takeover/ http://www.financeasia.com/News/358191‚cofco-to-inject-properties-into-hong-kong-listed-parkview.aspx Hong Kong Parkview Group Ltd is planning to issue shares to buy property assets in China from a unit of its parent‚ Cofco Corp in a reverse takeover that will give its Chinese affiliate greater access to global capital markets. HK Parkview said it would buy 12 property
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MERGER AND RECONFIGURING OF HYUNDAI-KIA Byoung-Hoon LEE‚ Sung-Jae CHO The Korean auto industry continued to grow without a slump from the early 1980s to the mid of 1990s. As illustrated in <Figure 1>‚ the auto industry in Korea had shown a sustained growth in sales of domestic and overseas markets until 1996. Between 1981 and 1996‚ it recorded a notably high rate of averaged annual growth in production (22.7%)‚ domestic sales (19.5%)‚ and export (36.2%). However‚ it experienced an unprecedented
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voluntary merger. There was significant value addition of HDFC in terms of increase branch network‚ geographic reach‚ customer base and a bigger pool of skilled manpower. For HDFC Bank‚ this merger provided an
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First Time Student Going to college is a big decision among students once they have entered high school. If you’re a drop out like me then you can realize that it wasn’t a very big thing for me. I had to take the QCC GED test in order to get to attend college somewhere. Although years after I took that test; I decided to actually do something about it. So I enrolled into Quinsigamond Community College and started in the middle of September. I had no other choice to attend this school because
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In my ethics & stakeholder management class last semester‚ we discussed the Columbia space shuttle disaster and the mistakes that led up to it. The day before the launch‚ there were unusually cold weather conditions‚ which called for concern among NASA and the associated engineers. A very large conference call took place between the major engineers and executives on the project to discuss what to do. People were calling in from all over the world. There was a lot of panic‚ so many people were
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June 2010 Perspectives on merger integration Table of contents 5 A new generation of M&A: A McKinsey perspective on the opportunities and challenges Despite continued uncertainty‚ signs point to a surge in M&A activity that will be ambitious in both scope and profile. 11 Beyond risk avoidance: A McKinsey perspective on creating transformational value from mergers Most mergers are doomed from the beginning. Anyone who has researched merger success rates knows that roughly
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