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Coceptual Framework Of Mergers & Acquisitions-B.V.Raghunandan

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An introductory profile of mergers and acquisitions

Economy & Finance
1 of 21
Conceptual Framework
Mergers, Acquisitions & Corporate Restructuring “Any significant and permanent change in the capital structure of an organisation, long term assets, manufacturing operations, organisation or marketing”
Types of MA & CR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Motives for M & A ,[object Object],[object Object],[object Object]
I Strategic Motive ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
II Financial Motive ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
III Organisational Motive ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Theories of Merger ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
I Efficiency Theories ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A. Differential Efficiency Theory ,[object Object],[object Object],[object Object],[object Object],[object Object]
B. Inefficient Management Theory ,[object Object],[object Object],[object Object],[object Object]
C. Synergy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
D. Pure Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object]
E.Strategic Realignment ,[object Object],[object Object]
F. Undervaluation ,[object Object],[object Object],[object Object]
II Information & Signalling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
III Market Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IV Tax Considerations ,[object Object],[object Object],[object Object],[object Object]
V.Agency Problem & Managerialism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VI Hubris Hypothesis ,[object Object],[object Object],[object Object],[object Object],[object Object]
THANK YOU

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Coceptual Framework Of Mergers & Acquisitions-B.V.Raghunandan

  • 2. Mergers, Acquisitions & Corporate Restructuring “Any significant and permanent change in the capital structure of an organisation, long term assets, manufacturing operations, organisation or marketing”
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