SlideShare a Scribd company logo
Corporate Finance
November 2012



Vodafone-Mannesmann Case
 Gulcin Askin
 Michelle Donovan
 Kivanc Ozuolmez
 Peter Tempelman
Question I
Based on December 17, 1999 stock prices how much would
Vodafone shareholders contribute to the newly combined
                        firm?
Answer I

On December 17;                                   Mannesmann   Vodafone
                                                  €234         £3.11 (€4.9569)

Number of Shares;
If 53.7 Vodafone shares    = 1 Mannesmann share;
?                          = 517.9M Mannesmann shares

517.9 x 53.7 = 27811.2M Vodafone shares needed.


27811.2M / (27811.2M + 31105M) = 47.2%
Mannesmann share holders would hold 47.2% of combined firm.

31105M / (27811.2M + 31105M) = 52.8%
Vodafone share holders would hold 52.8% of combined firm.
Answer I

On December 17;



                           Mannesmann          Vodafone
     Share price           €234                £3.11 (€4.9569)
     Number of shares      517.9M              31105M
     Market Value          €121 188 600 00     €154 184 374 500
     Market Value of the
                                       €121 + €154 = €275B
     combined firm
     Contribution          €121 / €275 = 44%   €154B / €275B = 56%
Question II - a
What is the minimum level of synergies for Vodafone
 shareholders to at least break even on the deal?
Answer 2 - a

                              Mannesmann      Vodafone
              Share price     €145.35         €4.1860
              Number of       517.9M          31105M
              shares
October 21
                                                          Excluding
              Market Value    €75 276M        €130 250M
                                                          synergies
              Market Value
              of the                      €205 482M
              combined firm
              Share price     €234            €4.9569
              Number of       517.9M          31105M
              shares
                                                          Including
December 17   Market Value    €121 188M       €154 407M
                                                          synergies
              Market Value
              of the                      €275 595M
              combined firm
Answer 2 - a

Mannesmann’s contribution to the combined firm is;
47.2% of €275,375 M = €129 997M.

Vodafone offers €4.9569 x 53.7 x 517.9M = €137 857M


Then;
Premium paid by Vodafone for the synergies created = €7 860M


So;
the minimum synergy created, to compensate Vodafone shareholders’ premium
payment, should be €7 860M
Question II - b
Show that, from a merger arbitrage position, the implicit
   probability of deal success is approximately 60%
Answer 2 - b

Our merger arbitrage position is;

October 21;
-Borrow 53.7 shares of Vodafone and sell at a price of €4.1860 = €224.79
-Buy 1 share of Mannesmann at price of €145.35
-Profit €79.78



December 17;
-Sell Mannesmann share at €234
-Buy back 53.7 shares of Vodafone at price €4.9569 = €266.18
-Loss - €32


Net profit = €79.78 - €32 = €47.78
(this doesn’t take the time value of the money into account)
Answer 2 - b

                           Discount rate = 5.5% annual
             October                                         December

             + €79.78                                          - €32
                          3 months discount rate
                          = (1 + r) ^ ¼ - 1
                          = 1.348%
            - €32 discounted
            - €31.57
If they don’t merge, the shares will be traded back at the prices of October 21, excluding
transaction costs, etc.. The NPV will be 0.
             x = non merging probability
             €79.78 * x - €31.57 = 0
             =>
             x= ~40%

             Merging probability => 1-x => 1-40% = ~60%
Question II - c
Using the 60% from part b, estimate the expected synergies
   of the deal. Based on this estimate, should Vodafone
              shareholders support the deal?
Answer 2 - c
                                              Mannesmann       Vodafone
                            Share price       €145.35          €4.1860
                            Number of         517.9M           31105M
            October 21
                            shares                                         Excluding
                            Market Value      €75 276M         €130 250M   synergies
                            Market Value
                                                           €205 482M
                            combined
                            Share price       €234             €4.9569
                            Number of         517.9M           31105M
           December 17
                            shares                                         Including
                            Market Value      €121 188M        €154 407M   synergies
                            Market Value
                                                           €275 595M
                            combined
This includes 60% probability of the merger realization.
So the total synergies estimated by market is;
€275B – €205B =~ €70B
Answer 2 - c

According to the new share structure;

Mannesmann will appropriate 47.2% x €70B = €33 040M

Vodafone will appropriate 52.8% x €70B = €36 960M

In answer 2-a we found Vodafone pays premium for synergies €7 860M. As
created synergies, and appropriated part by Vodafone shareholders, are much
higher than paid premium, Vodafone shareholders should support the deal.
Question II - d
   What is the present value of the expected synergies as
shown in Exhibit 10? Should Vodafone shareholders support
                         the deal?
Answer 2 - d
                                                                                                                                              Synergy
                                                                                                                                              as % of
                                                                                                                                              combined
                                                           Year End                                                                           firm in
                                                2000E         2001E        2002E       2003E       2004E    2005E    2006E                       2004c
Revenue Synergy                                            0          50         153         469        656      977    1,221                       1.70%
Cost Associated with Revenue Synergy                       0        (40)       (107)       (281)      (328)    (488)    (610)
Cost Synergy                                               0          80         200         500        656      732      879
Total Operating Profit Impact                              0          90         246         688        984    1,221    1,489                      5.70%
Savings in Capital Expenditures                            0          60         147         360        420      469      506                      7.80%

Earnings after tax                                       0.00      58.50      159.90      447.20     639.60     793.65     967.85 26,884.72
Total after tax synergies                                0.00     118.50      306.90      807.20   1,059.60   1,262.65   1,473.85 26,884.72
                                                                  110.13      265.08      647.95     790.48     875.43     949.69 17,323.35
Present value of after tax synergies              € 20,962.11
Present value of after tax synergies in Euros     € 33,097.08
Vodafone’s appropriation from the synergies       € 17,475.26


Assumptions
WACCa                                                   7.60%
Perpetuity Growthb                                         4%
Tax Rate                                                  35%


   The paid premium by Vodafone shareholders as calculated in answer 2-a is
   €7 863M. The present value of the synergies as calculated above is €17 475M, and
   higher than the paid premium.

   Therefore, the synergies created return as positive NPV to Vodafone shareholders,
   and they should support the deal.
Question II - e
Goldman Sachs’ WACC estimate might be too low. Based on
the new assumptions, and historical data, should Vodafone
            shareholders support the deal?
Answer 2 - e
                                                                                                                                               Synergy
                                                                                                                                               as % of
                                                                                                                                               combined
                                                            Year End                                                                           firm in
                                                2000E          2001E        2002E       2003E       2004E    2005E    2006E                       2004c
Revenue Synergy                                             0          50         153         469        656      977    1,221                       1.70%
Cost Associated with Revenue Synergy                        0        (40)       (107)       (281)      (328)    (488)    (610)
Cost Synergy                                                0          80         200         500        656      732      879
Total Operating Profit Impact                               0          90         246         688        984    1,221    1,489                      5.70%
Savings in Capital Expenditures                             0          60         147         360        420      469      506                      7.80%

Earnings after tax                                        0.00      58.50      159.90      447.20     639.60     793.65     967.85 10,022.78
Total after tax synergies                                 0.00     118.50      306.90      807.20   1,059.60   1,262.65   1,473.85 26,884.72
                                                                   104.26      237.58      549.79     634.99     665.75     683.73 12,472.11
Present value of after tax synergies              € 15,348.21
Present value of after tax synergies in Euros     € 24,233.29
Vodafone appropriation from the synergies         € 12,795.18

Mannesmann appropriation from the synergies       € 11,438.11

rE = 5.5% + 1.1 * 7.7%                                  13.97%
WACC = (D/V * rD) + (E/V *rE)                           13.66%


Assumptions
Leverage                                                 5.00%
Perpetuity Growthb                                          4%
Tax Rate                                                   35%


The paid premium by Vodafone shareholders as calculated in answer 2-a is
€7 863M. The present value of the synergies as calculated above is €12 795M, and
higher than the paid premium.

Therefore, the synergies created return as positive NPV to Vodafone shareholders,
and they should support the deal.

More Related Content

What's hot

Cooper industries Case Study
Cooper industries Case StudyCooper industries Case Study
Cooper industries Case Study
Prashant S. Keswani
 
Corruption in private Sector- Infosys's example
Corruption in private Sector- Infosys's exampleCorruption in private Sector- Infosys's example
Corruption in private Sector- Infosys's example
Akash Tyagi
 
Case Study Analysis: Cineplex Entertainment: The Loyalty Program
Case Study Analysis: Cineplex Entertainment: The Loyalty ProgramCase Study Analysis: Cineplex Entertainment: The Loyalty Program
Case Study Analysis: Cineplex Entertainment: The Loyalty Program
Akash Patil
 
cooper industry case study
cooper industry case study cooper industry case study
cooper industry case study
Priyanka Jain
 
Nora – Sakari A Proposed Joint-Venture in Malaysia
Nora – Sakari A Proposed Joint-Venture in MalaysiaNora – Sakari A Proposed Joint-Venture in Malaysia
Nora – Sakari A Proposed Joint-Venture in Malaysia
Hüseyin Tekler
 
Corporate governance failure at satyam
Corporate governance failure at satyamCorporate governance failure at satyam
Corporate governance failure at satyam
Ankit Uttam
 
The globalization of cemex
The globalization of cemexThe globalization of cemex
The globalization of cemex
Priyank Sharma
 
Cooper Industries Proposal to Acquire Nicholson File Company
Cooper Industries Proposal to Acquire Nicholson File CompanyCooper Industries Proposal to Acquire Nicholson File Company
Cooper Industries Proposal to Acquire Nicholson File Company
Brayden Smith
 
Urban Water Partners, GBCC 2011
Urban Water Partners, GBCC 2011Urban Water Partners, GBCC 2011
Urban Water Partners, GBCC 2011
Jessica H
 
Netscape IPO - Harvard Business Case
Netscape IPO - Harvard Business CaseNetscape IPO - Harvard Business Case
Netscape IPO - Harvard Business Case
Kivanc Ozuolmez
 
James Burke A Career In American Business
James Burke A Career In American BusinessJames Burke A Career In American Business
James Burke A Career In American Business
Ron Liu
 
Ducati hbr case analysis
Ducati hbr  case analysisDucati hbr  case analysis
Ducati hbr case analysis
Sandeep_Srivastava
 
Eastboro case analysis
Eastboro case analysisEastboro case analysis
Eastboro case analysisFajar Muhammad
 
Tweeter Etc. Case Analysis
Tweeter Etc. Case AnalysisTweeter Etc. Case Analysis
Tweeter Etc. Case Analysis
shubhabh
 
Apex corporation case study
Apex corporation case studyApex corporation case study
Apex corporation case study
Utkarsh Shivam
 
Nike Cost of Capital
Nike Cost of Capital Nike Cost of Capital
Nike Cost of Capital
Fadila Pratika Alimuddin
 
Tate’s Digital Strategy: The Times They Are A-Changin’
Tate’s Digital Strategy: The Times They Are A-Changin’ Tate’s Digital Strategy: The Times They Are A-Changin’
Tate’s Digital Strategy: The Times They Are A-Changin’
Museums Computer Group
 
Financing the mozal project
Financing the mozal projectFinancing the mozal project
Financing the mozal project
Vivek Kumar
 
Mckinsey & co. - Protecting its Reputation
Mckinsey & co. - Protecting its ReputationMckinsey & co. - Protecting its Reputation
Mckinsey & co. - Protecting its Reputation
JEESHAN MAHFOOZ
 

What's hot (20)

Cooper industries Case Study
Cooper industries Case StudyCooper industries Case Study
Cooper industries Case Study
 
Corruption in private Sector- Infosys's example
Corruption in private Sector- Infosys's exampleCorruption in private Sector- Infosys's example
Corruption in private Sector- Infosys's example
 
Case Study Analysis: Cineplex Entertainment: The Loyalty Program
Case Study Analysis: Cineplex Entertainment: The Loyalty ProgramCase Study Analysis: Cineplex Entertainment: The Loyalty Program
Case Study Analysis: Cineplex Entertainment: The Loyalty Program
 
cooper industry case study
cooper industry case study cooper industry case study
cooper industry case study
 
Nora – Sakari A Proposed Joint-Venture in Malaysia
Nora – Sakari A Proposed Joint-Venture in MalaysiaNora – Sakari A Proposed Joint-Venture in Malaysia
Nora – Sakari A Proposed Joint-Venture in Malaysia
 
Corporate governance failure at satyam
Corporate governance failure at satyamCorporate governance failure at satyam
Corporate governance failure at satyam
 
The globalization of cemex
The globalization of cemexThe globalization of cemex
The globalization of cemex
 
Cooper Industries Proposal to Acquire Nicholson File Company
Cooper Industries Proposal to Acquire Nicholson File CompanyCooper Industries Proposal to Acquire Nicholson File Company
Cooper Industries Proposal to Acquire Nicholson File Company
 
Urban Water Partners, GBCC 2011
Urban Water Partners, GBCC 2011Urban Water Partners, GBCC 2011
Urban Water Partners, GBCC 2011
 
Netscape IPO - Harvard Business Case
Netscape IPO - Harvard Business CaseNetscape IPO - Harvard Business Case
Netscape IPO - Harvard Business Case
 
James Burke A Career In American Business
James Burke A Career In American BusinessJames Burke A Career In American Business
James Burke A Career In American Business
 
Ducati hbr case analysis
Ducati hbr  case analysisDucati hbr  case analysis
Ducati hbr case analysis
 
CPNSFinalPaper
CPNSFinalPaperCPNSFinalPaper
CPNSFinalPaper
 
Eastboro case analysis
Eastboro case analysisEastboro case analysis
Eastboro case analysis
 
Tweeter Etc. Case Analysis
Tweeter Etc. Case AnalysisTweeter Etc. Case Analysis
Tweeter Etc. Case Analysis
 
Apex corporation case study
Apex corporation case studyApex corporation case study
Apex corporation case study
 
Nike Cost of Capital
Nike Cost of Capital Nike Cost of Capital
Nike Cost of Capital
 
Tate’s Digital Strategy: The Times They Are A-Changin’
Tate’s Digital Strategy: The Times They Are A-Changin’ Tate’s Digital Strategy: The Times They Are A-Changin’
Tate’s Digital Strategy: The Times They Are A-Changin’
 
Financing the mozal project
Financing the mozal projectFinancing the mozal project
Financing the mozal project
 
Mckinsey & co. - Protecting its Reputation
Mckinsey & co. - Protecting its ReputationMckinsey & co. - Protecting its Reputation
Mckinsey & co. - Protecting its Reputation
 

Similar to Vodafone Mannesmann Case

Propfund 2 Property report
Propfund 2 Property reportPropfund 2 Property report
Propfund 2 Property report
Linda Madisone
 
Property report
Property reportProperty report
Property report
Linda Madisone
 
Resultados acs
Resultados acsResultados acs
Db interim report_2_q2011
Db interim report_2_q2011Db interim report_2_q2011
Db interim report_2_q2011Frank Ragol
 
Enel 1 Q 2009 Results May 12 2009
Enel 1 Q 2009 Results   May 12 2009Enel 1 Q 2009 Results   May 12 2009
Enel 1 Q 2009 Results May 12 2009
Enel S.p.A.
 
Euroxx - Hellenic Petroleum FY'12 Results
Euroxx - Hellenic Petroleum FY'12 ResultsEuroxx - Hellenic Petroleum FY'12 Results
Euroxx - Hellenic Petroleum FY'12 ResultsT P
 

Similar to Vodafone Mannesmann Case (6)

Propfund 2 Property report
Propfund 2 Property reportPropfund 2 Property report
Propfund 2 Property report
 
Property report
Property reportProperty report
Property report
 
Resultados acs
Resultados acsResultados acs
Resultados acs
 
Db interim report_2_q2011
Db interim report_2_q2011Db interim report_2_q2011
Db interim report_2_q2011
 
Enel 1 Q 2009 Results May 12 2009
Enel 1 Q 2009 Results   May 12 2009Enel 1 Q 2009 Results   May 12 2009
Enel 1 Q 2009 Results May 12 2009
 
Euroxx - Hellenic Petroleum FY'12 Results
Euroxx - Hellenic Petroleum FY'12 ResultsEuroxx - Hellenic Petroleum FY'12 Results
Euroxx - Hellenic Petroleum FY'12 Results
 

More from Kivanc Ozuolmez

Final assignment v07
Final assignment v07Final assignment v07
Final assignment v07
Kivanc Ozuolmez
 
Scientific discovery vs customer need
Scientific discovery vs customer needScientific discovery vs customer need
Scientific discovery vs customer need
Kivanc Ozuolmez
 
Shoprite Holdings Ltd, South Africa
Shoprite Holdings Ltd, South AfricaShoprite Holdings Ltd, South Africa
Shoprite Holdings Ltd, South Africa
Kivanc Ozuolmez
 
Palliser Furniture
Palliser FurniturePalliser Furniture
Palliser Furniture
Kivanc Ozuolmez
 
Mahindra & Mahindra in South Africa
Mahindra & Mahindra in South AfricaMahindra & Mahindra in South Africa
Mahindra & Mahindra in South Africa
Kivanc Ozuolmez
 
Embraer vs Bombardier
Embraer vs BombardierEmbraer vs Bombardier
Embraer vs Bombardier
Kivanc Ozuolmez
 
Barilla
BarillaBarilla
Schiphol marketting strategies
Schiphol marketting strategiesSchiphol marketting strategies
Schiphol marketting strategies
Kivanc Ozuolmez
 
Bayonne packaging case report
Bayonne packaging case reportBayonne packaging case report
Bayonne packaging case report
Kivanc Ozuolmez
 
Strategy and non-technological innovation
Strategy and non-technological innovationStrategy and non-technological innovation
Strategy and non-technological innovation
Kivanc Ozuolmez
 
Strategy and Technological Innovation
Strategy and Technological InnovationStrategy and Technological Innovation
Strategy and Technological Innovation
Kivanc Ozuolmez
 
Entrepreneurial Views of Competitive Strategy
Entrepreneurial Views of Competitive StrategyEntrepreneurial Views of Competitive Strategy
Entrepreneurial Views of Competitive Strategy
Kivanc Ozuolmez
 
Resource-based Views of Competitive Strategy
Resource-based Views of Competitive StrategyResource-based Views of Competitive Strategy
Resource-based Views of Competitive Strategy
Kivanc Ozuolmez
 
Positioning Views of Competitive Strategy
Positioning Views of Competitive StrategyPositioning Views of Competitive Strategy
Positioning Views of Competitive Strategy
Kivanc Ozuolmez
 
Harvard Business Case - Super Project
Harvard Business Case - Super ProjectHarvard Business Case - Super Project
Harvard Business Case - Super Project
Kivanc Ozuolmez
 
Microsoft HPC - Kivanc Ozuolmez - Public Content
Microsoft HPC - Kivanc Ozuolmez - Public ContentMicrosoft HPC - Kivanc Ozuolmez - Public Content
Microsoft HPC - Kivanc Ozuolmez - Public Content
Kivanc Ozuolmez
 
Ilk yardim
Ilk yardimIlk yardim
Ilk yardim
Kivanc Ozuolmez
 
WP7 Platform Architecture
WP7 Platform ArchitectureWP7 Platform Architecture
WP7 Platform ArchitectureKivanc Ozuolmez
 

More from Kivanc Ozuolmez (19)

Final assignment v07
Final assignment v07Final assignment v07
Final assignment v07
 
Scientific discovery vs customer need
Scientific discovery vs customer needScientific discovery vs customer need
Scientific discovery vs customer need
 
Shoprite Holdings Ltd, South Africa
Shoprite Holdings Ltd, South AfricaShoprite Holdings Ltd, South Africa
Shoprite Holdings Ltd, South Africa
 
Palliser Furniture
Palliser FurniturePalliser Furniture
Palliser Furniture
 
Mahindra & Mahindra in South Africa
Mahindra & Mahindra in South AfricaMahindra & Mahindra in South Africa
Mahindra & Mahindra in South Africa
 
Embraer vs Bombardier
Embraer vs BombardierEmbraer vs Bombardier
Embraer vs Bombardier
 
Barilla
BarillaBarilla
Barilla
 
Schiphol marketting strategies
Schiphol marketting strategiesSchiphol marketting strategies
Schiphol marketting strategies
 
Bayonne packaging case report
Bayonne packaging case reportBayonne packaging case report
Bayonne packaging case report
 
Snapple utrecht v03
Snapple utrecht v03Snapple utrecht v03
Snapple utrecht v03
 
Strategy and non-technological innovation
Strategy and non-technological innovationStrategy and non-technological innovation
Strategy and non-technological innovation
 
Strategy and Technological Innovation
Strategy and Technological InnovationStrategy and Technological Innovation
Strategy and Technological Innovation
 
Entrepreneurial Views of Competitive Strategy
Entrepreneurial Views of Competitive StrategyEntrepreneurial Views of Competitive Strategy
Entrepreneurial Views of Competitive Strategy
 
Resource-based Views of Competitive Strategy
Resource-based Views of Competitive StrategyResource-based Views of Competitive Strategy
Resource-based Views of Competitive Strategy
 
Positioning Views of Competitive Strategy
Positioning Views of Competitive StrategyPositioning Views of Competitive Strategy
Positioning Views of Competitive Strategy
 
Harvard Business Case - Super Project
Harvard Business Case - Super ProjectHarvard Business Case - Super Project
Harvard Business Case - Super Project
 
Microsoft HPC - Kivanc Ozuolmez - Public Content
Microsoft HPC - Kivanc Ozuolmez - Public ContentMicrosoft HPC - Kivanc Ozuolmez - Public Content
Microsoft HPC - Kivanc Ozuolmez - Public Content
 
Ilk yardim
Ilk yardimIlk yardim
Ilk yardim
 
WP7 Platform Architecture
WP7 Platform ArchitectureWP7 Platform Architecture
WP7 Platform Architecture
 

Recently uploaded

655264371-checkpoint-science-past-papers-april-2023.pdf
655264371-checkpoint-science-past-papers-april-2023.pdf655264371-checkpoint-science-past-papers-april-2023.pdf
655264371-checkpoint-science-past-papers-april-2023.pdf
morearsh02
 
what is a pi whale and how to access one.
what is a pi whale and how to access one.what is a pi whale and how to access one.
what is a pi whale and how to access one.
DOT TECH
 
Summary of financial results for 1Q2024
Summary of financial  results for 1Q2024Summary of financial  results for 1Q2024
Summary of financial results for 1Q2024
InterCars
 
Isios-2024-Professional-Independent-Trustee-Survey.pdf
Isios-2024-Professional-Independent-Trustee-Survey.pdfIsios-2024-Professional-Independent-Trustee-Survey.pdf
Isios-2024-Professional-Independent-Trustee-Survey.pdf
Henry Tapper
 
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Vighnesh Shashtri
 
Financial Assets: Debit vs Equity Securities.pptx
Financial Assets: Debit vs Equity Securities.pptxFinancial Assets: Debit vs Equity Securities.pptx
Financial Assets: Debit vs Equity Securities.pptx
Writo-Finance
 
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
muslimdavidovich670
 
Chương 6. Ancol - phenol - ether (1).pdf
Chương 6. Ancol - phenol - ether (1).pdfChương 6. Ancol - phenol - ether (1).pdf
Chương 6. Ancol - phenol - ether (1).pdf
va2132004
 
how to sell pi coins at high rate quickly.
how to sell pi coins at high rate quickly.how to sell pi coins at high rate quickly.
how to sell pi coins at high rate quickly.
DOT TECH
 
Intro_Economics_ GPresentation Week 4.pptx
Intro_Economics_ GPresentation Week 4.pptxIntro_Economics_ GPresentation Week 4.pptx
Intro_Economics_ GPresentation Week 4.pptx
shetivia
 
How to get verified on Coinbase Account?_.docx
How to get verified on Coinbase Account?_.docxHow to get verified on Coinbase Account?_.docx
How to get verified on Coinbase Account?_.docx
Buy bitget
 
Introduction to Value Added Tax System.ppt
Introduction to Value Added Tax System.pptIntroduction to Value Added Tax System.ppt
Introduction to Value Added Tax System.ppt
VishnuVenugopal84
 
how to sell pi coins on Binance exchange
how to sell pi coins on Binance exchangehow to sell pi coins on Binance exchange
how to sell pi coins on Binance exchange
DOT TECH
 
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
Falcon Invoice Discounting
 
What website can I sell pi coins securely.
What website can I sell pi coins securely.What website can I sell pi coins securely.
What website can I sell pi coins securely.
DOT TECH
 
USDA Loans in California: A Comprehensive Overview.pptx
USDA Loans in California: A Comprehensive Overview.pptxUSDA Loans in California: A Comprehensive Overview.pptx
USDA Loans in California: A Comprehensive Overview.pptx
marketing367770
 
what is the best method to sell pi coins in 2024
what is the best method to sell pi coins in 2024what is the best method to sell pi coins in 2024
what is the best method to sell pi coins in 2024
DOT TECH
 
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit CardPoonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
nickysharmasucks
 
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
beulahfernandes8
 
Which Crypto to Buy Today for Short-Term in May-June 2024.pdf
Which Crypto to Buy Today for Short-Term in May-June 2024.pdfWhich Crypto to Buy Today for Short-Term in May-June 2024.pdf
Which Crypto to Buy Today for Short-Term in May-June 2024.pdf
Kezex (KZX)
 

Recently uploaded (20)

655264371-checkpoint-science-past-papers-april-2023.pdf
655264371-checkpoint-science-past-papers-april-2023.pdf655264371-checkpoint-science-past-papers-april-2023.pdf
655264371-checkpoint-science-past-papers-april-2023.pdf
 
what is a pi whale and how to access one.
what is a pi whale and how to access one.what is a pi whale and how to access one.
what is a pi whale and how to access one.
 
Summary of financial results for 1Q2024
Summary of financial  results for 1Q2024Summary of financial  results for 1Q2024
Summary of financial results for 1Q2024
 
Isios-2024-Professional-Independent-Trustee-Survey.pdf
Isios-2024-Professional-Independent-Trustee-Survey.pdfIsios-2024-Professional-Independent-Trustee-Survey.pdf
Isios-2024-Professional-Independent-Trustee-Survey.pdf
 
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...
 
Financial Assets: Debit vs Equity Securities.pptx
Financial Assets: Debit vs Equity Securities.pptxFinancial Assets: Debit vs Equity Securities.pptx
Financial Assets: Debit vs Equity Securities.pptx
 
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
The WhatsPump Pseudonym Problem and the Hilarious Downfall of Artificial Enga...
 
Chương 6. Ancol - phenol - ether (1).pdf
Chương 6. Ancol - phenol - ether (1).pdfChương 6. Ancol - phenol - ether (1).pdf
Chương 6. Ancol - phenol - ether (1).pdf
 
how to sell pi coins at high rate quickly.
how to sell pi coins at high rate quickly.how to sell pi coins at high rate quickly.
how to sell pi coins at high rate quickly.
 
Intro_Economics_ GPresentation Week 4.pptx
Intro_Economics_ GPresentation Week 4.pptxIntro_Economics_ GPresentation Week 4.pptx
Intro_Economics_ GPresentation Week 4.pptx
 
How to get verified on Coinbase Account?_.docx
How to get verified on Coinbase Account?_.docxHow to get verified on Coinbase Account?_.docx
How to get verified on Coinbase Account?_.docx
 
Introduction to Value Added Tax System.ppt
Introduction to Value Added Tax System.pptIntroduction to Value Added Tax System.ppt
Introduction to Value Added Tax System.ppt
 
how to sell pi coins on Binance exchange
how to sell pi coins on Binance exchangehow to sell pi coins on Binance exchange
how to sell pi coins on Binance exchange
 
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
innovative-invoice-discounting-platforms-in-india-empowering-retail-investors...
 
What website can I sell pi coins securely.
What website can I sell pi coins securely.What website can I sell pi coins securely.
What website can I sell pi coins securely.
 
USDA Loans in California: A Comprehensive Overview.pptx
USDA Loans in California: A Comprehensive Overview.pptxUSDA Loans in California: A Comprehensive Overview.pptx
USDA Loans in California: A Comprehensive Overview.pptx
 
what is the best method to sell pi coins in 2024
what is the best method to sell pi coins in 2024what is the best method to sell pi coins in 2024
what is the best method to sell pi coins in 2024
 
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit CardPoonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Card
 
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...
 
Which Crypto to Buy Today for Short-Term in May-June 2024.pdf
Which Crypto to Buy Today for Short-Term in May-June 2024.pdfWhich Crypto to Buy Today for Short-Term in May-June 2024.pdf
Which Crypto to Buy Today for Short-Term in May-June 2024.pdf
 

Vodafone Mannesmann Case

  • 1. Corporate Finance November 2012 Vodafone-Mannesmann Case Gulcin Askin Michelle Donovan Kivanc Ozuolmez Peter Tempelman
  • 2. Question I Based on December 17, 1999 stock prices how much would Vodafone shareholders contribute to the newly combined firm?
  • 3. Answer I On December 17; Mannesmann Vodafone €234 £3.11 (€4.9569) Number of Shares; If 53.7 Vodafone shares = 1 Mannesmann share; ? = 517.9M Mannesmann shares 517.9 x 53.7 = 27811.2M Vodafone shares needed. 27811.2M / (27811.2M + 31105M) = 47.2% Mannesmann share holders would hold 47.2% of combined firm. 31105M / (27811.2M + 31105M) = 52.8% Vodafone share holders would hold 52.8% of combined firm.
  • 4. Answer I On December 17; Mannesmann Vodafone Share price €234 £3.11 (€4.9569) Number of shares 517.9M 31105M Market Value €121 188 600 00 €154 184 374 500 Market Value of the €121 + €154 = €275B combined firm Contribution €121 / €275 = 44% €154B / €275B = 56%
  • 5. Question II - a What is the minimum level of synergies for Vodafone shareholders to at least break even on the deal?
  • 6. Answer 2 - a Mannesmann Vodafone Share price €145.35 €4.1860 Number of 517.9M 31105M shares October 21 Excluding Market Value €75 276M €130 250M synergies Market Value of the €205 482M combined firm Share price €234 €4.9569 Number of 517.9M 31105M shares Including December 17 Market Value €121 188M €154 407M synergies Market Value of the €275 595M combined firm
  • 7. Answer 2 - a Mannesmann’s contribution to the combined firm is; 47.2% of €275,375 M = €129 997M. Vodafone offers €4.9569 x 53.7 x 517.9M = €137 857M Then; Premium paid by Vodafone for the synergies created = €7 860M So; the minimum synergy created, to compensate Vodafone shareholders’ premium payment, should be €7 860M
  • 8. Question II - b Show that, from a merger arbitrage position, the implicit probability of deal success is approximately 60%
  • 9. Answer 2 - b Our merger arbitrage position is; October 21; -Borrow 53.7 shares of Vodafone and sell at a price of €4.1860 = €224.79 -Buy 1 share of Mannesmann at price of €145.35 -Profit €79.78 December 17; -Sell Mannesmann share at €234 -Buy back 53.7 shares of Vodafone at price €4.9569 = €266.18 -Loss - €32 Net profit = €79.78 - €32 = €47.78 (this doesn’t take the time value of the money into account)
  • 10. Answer 2 - b Discount rate = 5.5% annual October December + €79.78 - €32 3 months discount rate = (1 + r) ^ ¼ - 1 = 1.348% - €32 discounted - €31.57 If they don’t merge, the shares will be traded back at the prices of October 21, excluding transaction costs, etc.. The NPV will be 0. x = non merging probability €79.78 * x - €31.57 = 0 => x= ~40% Merging probability => 1-x => 1-40% = ~60%
  • 11. Question II - c Using the 60% from part b, estimate the expected synergies of the deal. Based on this estimate, should Vodafone shareholders support the deal?
  • 12. Answer 2 - c Mannesmann Vodafone Share price €145.35 €4.1860 Number of 517.9M 31105M October 21 shares Excluding Market Value €75 276M €130 250M synergies Market Value €205 482M combined Share price €234 €4.9569 Number of 517.9M 31105M December 17 shares Including Market Value €121 188M €154 407M synergies Market Value €275 595M combined This includes 60% probability of the merger realization. So the total synergies estimated by market is; €275B – €205B =~ €70B
  • 13. Answer 2 - c According to the new share structure; Mannesmann will appropriate 47.2% x €70B = €33 040M Vodafone will appropriate 52.8% x €70B = €36 960M In answer 2-a we found Vodafone pays premium for synergies €7 860M. As created synergies, and appropriated part by Vodafone shareholders, are much higher than paid premium, Vodafone shareholders should support the deal.
  • 14. Question II - d What is the present value of the expected synergies as shown in Exhibit 10? Should Vodafone shareholders support the deal?
  • 15. Answer 2 - d Synergy as % of combined Year End firm in 2000E 2001E 2002E 2003E 2004E 2005E 2006E 2004c Revenue Synergy 0 50 153 469 656 977 1,221 1.70% Cost Associated with Revenue Synergy 0 (40) (107) (281) (328) (488) (610) Cost Synergy 0 80 200 500 656 732 879 Total Operating Profit Impact 0 90 246 688 984 1,221 1,489 5.70% Savings in Capital Expenditures 0 60 147 360 420 469 506 7.80% Earnings after tax 0.00 58.50 159.90 447.20 639.60 793.65 967.85 26,884.72 Total after tax synergies 0.00 118.50 306.90 807.20 1,059.60 1,262.65 1,473.85 26,884.72 110.13 265.08 647.95 790.48 875.43 949.69 17,323.35 Present value of after tax synergies € 20,962.11 Present value of after tax synergies in Euros € 33,097.08 Vodafone’s appropriation from the synergies € 17,475.26 Assumptions WACCa 7.60% Perpetuity Growthb 4% Tax Rate 35% The paid premium by Vodafone shareholders as calculated in answer 2-a is €7 863M. The present value of the synergies as calculated above is €17 475M, and higher than the paid premium. Therefore, the synergies created return as positive NPV to Vodafone shareholders, and they should support the deal.
  • 16. Question II - e Goldman Sachs’ WACC estimate might be too low. Based on the new assumptions, and historical data, should Vodafone shareholders support the deal?
  • 17. Answer 2 - e Synergy as % of combined Year End firm in 2000E 2001E 2002E 2003E 2004E 2005E 2006E 2004c Revenue Synergy 0 50 153 469 656 977 1,221 1.70% Cost Associated with Revenue Synergy 0 (40) (107) (281) (328) (488) (610) Cost Synergy 0 80 200 500 656 732 879 Total Operating Profit Impact 0 90 246 688 984 1,221 1,489 5.70% Savings in Capital Expenditures 0 60 147 360 420 469 506 7.80% Earnings after tax 0.00 58.50 159.90 447.20 639.60 793.65 967.85 10,022.78 Total after tax synergies 0.00 118.50 306.90 807.20 1,059.60 1,262.65 1,473.85 26,884.72 104.26 237.58 549.79 634.99 665.75 683.73 12,472.11 Present value of after tax synergies € 15,348.21 Present value of after tax synergies in Euros € 24,233.29 Vodafone appropriation from the synergies € 12,795.18 Mannesmann appropriation from the synergies € 11,438.11 rE = 5.5% + 1.1 * 7.7% 13.97% WACC = (D/V * rD) + (E/V *rE) 13.66% Assumptions Leverage 5.00% Perpetuity Growthb 4% Tax Rate 35% The paid premium by Vodafone shareholders as calculated in answer 2-a is €7 863M. The present value of the synergies as calculated above is €12 795M, and higher than the paid premium. Therefore, the synergies created return as positive NPV to Vodafone shareholders, and they should support the deal.

Editor's Notes

  1. MBA Valuation Week 1