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MERGERS & ACQUISITIONS
Leonid Sopotnitskiy
Part 1
Restructuring a business
Restructuring activities Acquisitions Mergers Strategic alliances Demergers Divestitures
• Friendly
• Hostile
• Takeover
• Vertical
• Horizontal
• Congeneric
• Conglomerate
• Accretive
• Dilutive
• Joint Ventures
• Minor investments
• Franchising
• Licensing
• Spin-out
• Spin-off
• Disposal
Holding companies in M&A
Cheaper transaction Gain control via
majority stake
Triple taxation Minority resistance Ineffective managerial
decisions
+ VS -
2 to 366% INEFFECTIVE
ESOP (Employee Stock Ownership Plan)
ESOP-Fund
SPONSORCreditor
1. L
oan
2. Guarantee
3. Shares
4. Finance
5. In
tere
st
ESOP as an M&A-tool
ESOP-Fund
Parent Co.Creditor
1. L
oan
2. Guarantee
3. Shares
4. Finance
5. In
tere
st“Shell” company
Subsidiary SHARES
Part 2
Participants
Investment Bankers
Deal clarification Consulting services IPO
Lawyers Corporate law Antimonopoly law M&A code Tax law Pension planning Real-estate law Securities Court experts
Other participants
Accountants Proxy-hunters PR-agents Institutional investors (pension funds, insurance
companies, etc.)
Arbitrage traders (a.k.a. “Arbs”)
Arbitrage trading
Long target
Short “shark”Buy “shark”
Sell target
Takeoverannouncement
Deal successfulShares converted
t
(1Q) (3Q)
SPI
60
40
70
+ 20
+ 10
Part 3
HQ behind the scenes
Synergy
Operational effect Financial effect
1 + 1 = 3
Common stimuli Market leadership Strategy realignment Taxes Cross-selling
Empire building Managers’ hubris Diversification Undervalued assets
(q-ratio)
Why do M&A deals fail? Overestimated synergy Low integration tempo Bad strategy Cultural conflicts Core-business conflicts Oversized targets Careless deal clearance (by investment bankers)
Financing errors
Part 4
Acquisitions & takeovers
Friendly acquisitions
Voluntary General Offering (VGO) Deal through board negotiations Willfulness of both parties Late announcements
Lack of surprise Preliminary SPI-growth risk
+
-
Hostile approach
Premium per share
Board Complement
Equity structure
Corporate regulations
Defense analysis
S U C C E S S
Factor complexity
Black Knight in action
Dodging board negotiations Direct shareholder contact Proxy-fighting (becoming a trustee)
Preliminary press-release Psychological pressure on the board
directors Various takeover strategies & tactics
Takeover strategies
“Bear hug” Proxy battles Pre-tender concealed buying spree Tender offer Toehold strategy
Takeover decision tree
Friendly LOI
Y N
Negotiations Refusal
Aggressive actions
Bear hug
NegotiationsY N
Proxy battle
Open market
Court
Tender offer
Complex
Y
N
Renegotiate
Fulfill offer
Reverse takeovers (APO)
Avoid IPO expenses 12-months’ procedure (i.e. time-saving tool)
Fundamental changes in business Search for an effective floating mechanism
PIPE deals (Private Investment in Public Equity)
PRIVATEINVESTOR PLCM A R K E T
Part 5
Defense mechanism
Possible measures Poison pills Shark repellents Golden & silver
parachutes
Green mail Pac-man defense White knight ESOP Leveraged
recapitalization
“Poison pills”
Preferred stock plan Flip-over rights plan (discount option)
Ownership flip-in plan (1:1 exchange option)
Back-end rights plan Poison put
Preferred stock plan
BLACKKNIGHT TARGET
S S SS S S
P P P25% 25% 25%
25%
MA
RK
ET
33% 33%
DEAL
1:1,06
1 000000 shares 1 000000 shares + 500 000 P943 396 shares1 943396 shares
74 % VS 26 %
8,3%8,3%8,3%33%
18,5%18,5%18,5%
18,5%
To be continued…
Thank you!