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Module 7 - Strategic Acquistion and Restructuring

Mergers and acquisitions can be a source of firm growth and returns, but success depends on factors like credit market conditions and political stability. During financial crises, "megadeals" of over $10 billion become more difficult to complete. Cross-border acquisitions often increase when one currency is stronger than another. However, only 20% of mergers and acquisitions are successful, with 60% producing disappointing results and 20% outright failures. Restructuring strategies like downsizing, downscoping, and leveraged buyouts are used when acquisitions do not create the anticipated value.

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178 views14 pages

Module 7 - Strategic Acquistion and Restructuring

Mergers and acquisitions can be a source of firm growth and returns, but success depends on factors like credit market conditions and political stability. During financial crises, "megadeals" of over $10 billion become more difficult to complete. Cross-border acquisitions often increase when one currency is stronger than another. However, only 20% of mergers and acquisitions are successful, with 60% producing disappointing results and 20% outright failures. Restructuring strategies like downsizing, downscoping, and leveraged buyouts are used when acquisitions do not create the anticipated value.

Uploaded by

ian92193
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MODULE 7

STRATEGIC
ACQUISITION AND
RESTRUCTURING
Popularity Of Merger And Acquisition
Strategies
 Source of firm growth and above-average returns
 Heavily influenced by external environment
a. Tight credit markets
b. Political changes in foreign countries’ orientation toward M&A
 During the recent financial crisis, tightened credit markets made it more difficult for
firms to complete “megadeals” (> $10 billion)
 Cross-border acquisitions heighten during currency imbalances, from strong currency
countries to weaker currency countries
 Firms use M&A strategies to create value for all stakeholders
 M&A value creation applies equally to all strategies (business-level, corporate-level,
international, and cooperative)
Mergers, acquisitions, and takeovers: what are
the differences?
A. Merger - Two firms agree to integrate their operations on a relatively
coequal basis. There are few TRUE mergers because one firm usually
dominates in terms of market share, size, or asset value.
B. Acquisition - One firm buys a controlling, 100 percent interest in another
firm with the intent of making the acquired firm a subsidiary business
within its portfolio.
C. Takeover - Special type of acquisition strategy wherein the target firm
did not solicit the acquiring firm's bid.
D. Hostile Takeover - Unfriendly takeover that is undesired by the target
firm.
Rationale for Strategy
 Pre-announcement returns of hostile takeovers are
largely anticipated and associated with a significant
increase in the bidder’s and target’s share price.
Reasons for acquisitions and problems in
achieving success
Reasons for Acquisitions
A. Market power is increased by:
• Horizontal acquisitions: other firms in the same industry
• Vertical acquisitions: suppliers or distributors of the acquiring
firm
• Related acquisitions: firms in related industries
Problems In Achieving Acquisition Success
Acquisition strategies are not
problem-free, even when
pursued for value creating
reasons. Research suggests:
• 20% of all mergers and
acquisitions are successful
• 60% produce disappointing
results
• 20% are clear failures, with
technology acquisitions
reporting even higher failure
rates
A. Too Much Diversification - Diversified firms must process
more information of greater diversity.
 Increased operational scope created by diversification may
cause managers to rely too much on financial rather than
strategic controls to evaluate business units’ performances
 Strategic focus shifts to short-term performance
 Acquisitions may become substitutes for innovation
B. Overdiversification
 Related diversification requires more information processing than does
unrelated diversification
 Due to the additional information processing, related diversified firms
become overdiversified with fewer business units than do unrelated
diversifiers
 Overdiversification leads to a decline in performance, after which
business units are often divested
 Even when a firm is not overdiversified, a high level of diversification can
have a negative effect on its long-term performance
Effective Acquisitions
Restructuring
 A strategy through which a firm changes its set
of businesses or financial structure. Failure of
an acquisition strategy often precedes a
restructuring strategy. Restructuring may occur
because of changes in the external or internal
environments
Restructuring Strategies:
A. Downsizing - Reduction in the number of a B. Downscoping - Refers to divestiture,
firm’s employees and in the number of its spin-off, or some other means of
operating units, but it does not change the
eliminating businesses that are unrelated
essence of the business
to a firm’s core businesses
 Tactical
 Short-term
 Strategic
 Cut labor costs
 Long-term
 Acquisition failed to create anticipated value  Focus on core businesses
 Paid too much for target  More positive effect on firm performance
than downsizing
C. Leveraged buyouts - A
party buys all of the assets of
a business, financed largely
with debt, and takes the firm
private

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