Mergers And Acquisitions,Shahrukh Rahman

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Mergers And Acquisitions,Shahrukh Rahman

  1. 1. MERGERS AND ACQUISTIONS Presented By Shahrukh Soheil Rahman Second Sem, Section E
  2. 2. The phrase  mergers and acquisitions  (abbreviated  M&A ) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and combining of different companies that can aid, finance, or help a growing company in a given industry grow rapidly without having to create another business entity. MERGERS AND ACQUSITIONS Definition
  3. 3. ACQUISITION Acquisition, also known as a takeover or a buyout or "merger", is the buying of one company (the ‘target’) by another. An acquisition may be friendly or hostile . In the former case, the companies cooperate in negotiations; in the latter case, the takeover target is unwilling to be bought or the target's board has no prior knowledge of the offer.
  4. 4. Acquisition usually refers to a purchase of a smaller firm by a larger one. Sometimes, however, a smaller firm will acquire management control of a larger or longer established company and keep its name for the combined entity . This is known as a reverse takeover . Another type of acquisition is reverse merger, a deal that enables a private company to get publicly listed in a short time period. A reverse merger occurs when a private company that has strong prospects and is eager to raise financing buys a publicly listed shell company, usually one with no business and limited assets. Achieving acquisition success has proven to be very difficult, while various studies have shown that 50% of acquisitions were unsuccessful . The acquisition process is very complex, with many dimensions influencing its outcome
  5. 5. MERGERS Mergers on the other hand are quite different from Acquisitions . It is the combining of two or more companies , generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock
  6. 6. The combining of two or more entities into one, through a   purchase acquisition  or a  pooling of interests . Differs from a consolidation in that no new  entity  is created from a merger.
  7. 7. DIFFERENCE BETWEEN MERGERS AND ACQUISITIONS <ul><li>Although they are often uttered in the same breath and used as though they were synonymous, the terms  merger  and  acquisition  mean slightly different things </li></ul><ul><li>When one company takes over another and clearly establishes itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer &quot;swallows&quot; the business and the buyer's stock continues to be traded. </li></ul>
  8. 8. <ul><li>In the pure sense of the term, a merger happens when two firms agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a &quot;merger of equals&quot;. The firms are often of about the same size. Both companies' stocks are surrendered and new company stock is issued in its place. For example, in the 1999 merger of Glaxo Wellcome and SmithKline Beecham, both firms ceased to exist when they merged, and a new company, GlaxoSmithKline, was created </li></ul>DIFFERENCE BETWEEN MERGERS AND ACQUISITIONS
  9. 9. In practice, however, actual mergers of equals don't happen very often. Usually, one company will buy another and, as part of the deal's terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if it is technically an acquisition. Being bought out often carries negative connotations, therefore, by describing the deal euphemistically as a merger, deal makers and top managers try to make the takeover more palatable. An example of this would be the takeover of Chrysler by Daimler-Benz in 1999 which was widely referred to in the time. DIFFERENCE BETWEEN MERGERS AND ACQUISITIONS
  10. 10. Source: Financial Times
  11. 11. Business Valuation The five most common way to valuate a business are as follows ASSET VALUATION HISTORICAL EARNINGS VALUATION FUTURE MAINTANABLE EARNINGS VALUATION RELATIVE VALUATION DISCOUNTED CASH FLOW
  12. 12. RANK YEAR PURCHASER PURCHASED VALUE IN MILLION DOLLARS 1 2000 Fusion, AOL INC Time Warner $ 164747 2 2000 Glaxo Wellcome SmithKline Beecham Plc $ 75961 3 2004 Royal Dutch Petroleum & Co Shell Transport and Trading Co $ 74559 4 2006 AT&T inc BellSouth & Co $ 72671 5 2001 Comcast Corporation AT&T Broadband and Internet Services $ 72041 TOP M&A IN THE 2000s
  13. 13. Economy of scale: This refers to the fact that the combined company can often reduce its fixed costs by removing duplicate departments or operations, lowering the costs of the company relative to the same revenue stream, thus increasing profit margins. Economy of scope:   This refers to the efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing and distribution, of different types of products. Synergy: For example, managerial economies such as the increased opportunity of managerial specialization. Another example are purchasing economies due to increased order size and associated bulk-buying discounts. MOTIVES OF MERGERS AND ACQUISITIONS There are various advantages of Mergers and Acquisitions. These are evident in the consequent ease of management and also in the functioning of the companies. However it is not always a cake walk after M&A. It can seriously destroy leadership among the companies and its internal functioning
  14. 14. ACQUISITION Case study- Tata Steel and Corus
  15. 15. The $8 billion Tata Steel-Corus deal is at No 5 among the top deals witnessed by the steel industry over the last couple of years. It is one of a very good examples of an Acquisition. Purchaser : Tata Steel Purchased : Corus Deal: $8 billion In 2005, Tata Steel was only the world's 56th biggest steel producer and its takeover of Corus represents its first expansion outside Asia. The combined entity will have a turnover of $32 billion by 2011-12 with an EBIDTA margin of 25% As per the agreement, 75 per cent of Corus shareholders would have to tender their shares for the acquisition to be complete
  16. 16. Case study- NTT DoCoMo and Tata MERGERS
  17. 17. What happens when you combine Tata Teleservices with NTT DoCoMo (NYSE: DCM)? Well, it’s obvious, at least now – Tata DoCoMo. And that’s exactly the new name of the GSM operator owned by Tata Group and partly (26%) by the Japanese leading mobile operator. The new brand along with the new website was developed by the Business and Technology Cooperation Committee that DOCOMO and TTSL have jointly established, and it symbolizes “the two companies’ strong partnership.” NTT DoCoMo - Japan TATA - India The deal gives Japan's largest mobile operator a foothold in the world's fastest growing mobile market
  18. 18. Sources Mergersandacquisitions.com Wikipedia.org Business.timesonline.uk Rediff.com Stikeman.com Topnews.in Images Corus and Tata logo from rediff.com Ntt docomo and Tata docomo images from business.timesonline.uk Comet image from cuanas.blogspot.com THE END

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