Professional Documents
Culture Documents
Green light from the Italian Antitrust Authority that evaluates the
impact of the merger and imposes any obligations as a prerequisite for
approving the merger.
3. Implementation is the final stage of the merger process, including
enrolment of the merger deed in the Company Register.
Normally medium-sized/big mergers require one year from the start-up of
negotiations to the closing of the transaction. This is because, in addition
to the time needed technically, there are problems relating to the share
exchange ratio between the merging companies which is rarely accepted
by the parties without drawn-out negotiations.
During the merger process, share prices will adjust to the share exchange
ratio. On the effective date of the merger, financial intermediaries will
enter the new shares with the new quantities in the dossiers. The
shareholders may trade without constraint the new shares and benefit
from all rights (dividends, voting rights).
Five Stage model of merger & Acquisition
Most mergers and acquisitions do not live up to their promised potential.
Consensus is not reached, shareholder value often decreases and
integration becomes difficult. A Watson Wyatt survey of 1,000 companies
found that less than 33 percent of companies attained their profit goals
after a merger, only 46 percent ever met their expense-reduction goals
and 64 percent of the time the mergers failed to produce expected
benefits. There are many reasons for merger failures. Pre- and postmerger activities typically do a good job of having human resources
coordinate employee benefits, lawyers draft the legal documents and
accountants scrutinize costs and return on investment (ROI). But little
thought is ever given to the human factorthe difficult task of marrying
two different corporate cultures.
Step One: A New Entity
This step requires everyone to understand that a merger will transform
two or more organizations into a new, single entity. This new entity will
have an organizational culture that is different from either company
whether it is a joining of equals or an acquiring company and an acquired
company. It will be a unique culture shaped from the previously
independent organizations. Hewlett-Packards (HP) acquisition of Compaq
illustrates this point. The name Hewlett- Packard is still on signage outside
the headquarters, the letterhead still has the familiar logo, and employees
wear polo shirts sporting the recognizable HP brand. But HP has changed
since the Compaq acquisition three years ago into a merger of the two
entirely different entities. Executives from engineering, accounting,
manufacturing, purchasing, human resources, research and development
from each company now work side-by-side. Respective business
approaches, the way they work with people and how they solve problems
are rubbing off on one another, thereby changing each other and creating
a new entity. Most mergers simply do not take advantage of this new
When sales, customer service and marketing are not on the basis
of customer needs
Due to these issues there is a need for creating synergy between the
three. But most often sales, marketing and customer service fails to work
together because sales people think that marketing people doesnt
understand their needs and marketing people think that sales people
focus on selling the product and dont see the bigger picture. Customer
service people just-do their job.
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Purpose of Corporate Restructuring To enhance the shareholder value, the company should continuously
evaluate its:
Portfolio of businesses,
2.Capital mix,
Ownership &
Asset arrangements to find opportunities to increase the shareholders
value.
To focus on asset utilization and profitable investment opportunities.
Characteristics of Corporate Restructuring 1. To improve the companys Balance sheet, (by selling unprofitable
division from its core business).
2. To accomplish staff reduction (by selling/closing of unprofitable portion)
3. Changes in corporate mgmt.
4. Sale of underutilized assets, such as patents/brands.
5. Outsourcing of operations such as payroll and technical support to a
more efficient 3rd party.
6. Moving of operations such as manufacturing to lower-cost locations.
7. Reorganization of functions such as sales, marketing, & distribution
8. Renegotiation of labour contracts to reduce overhead
9. Refinancing of corporate debt to reduce interest payments.
10. A major public relations campaign to reposition the co., with
consumers.
Q4. Leveraged Buyouts (LBO) is a financing technique of
purchasing a private company with the help of borrowed or debt
capital.
Explain the modes of LBO financing and governance aspects of
LBOs.
Answer:
The acquisition of another company using a significant amount of
borrowed money (bonds or loans) to meet the cost of acquisition. Often,
the assets of the company being acquired are used as collateral for the
loans in addition to the assets of the acquiring company. The purpose of
leveraged buyouts is to allow companies to make large acquisitions
without having to commit a lot of capital.
LBOs are a very common occurrence in a "Mergers and Acquisitions"
(M&A) environment. The term LBO is usually employed when a financial
sponsor acquires a company. However, many corporate transactions are
partially funded by bank debt, thus effectively also representing an LBO.
LBOs can have many different forms such as Management Buyout (MBO),
Management Buy-in (MBI), secondary buyout and tertiary buyout, among
others, and can occur in growth situations, restructuring situations and
insolvencies. LBOs mostly occur in private companies, but can also be
employed with public companies (in a so-called PtP transaction Public to
Private).
Characteristics of LBOs
LBOs have become very attractive as they usually represent a win-win
situation for the financial sponsor and the banks: The financial sponsor
can increase the returns on their equity by employing the leverage; banks
can make substantially higher margins when supporting the financing of
For companies with very stable and secured cash flows (e.g., real estate
portfolios with rental income secured with long term rental agreements),
debt volumes of up to 100% of the purchase price have been provided. In
situations of "normal" companies with normal business risks, debt of 40
60% of the purchase price are normal figures. The debt ratios that are
possible vary also significantly between the regions and between the
industries of the target.
Governance aspects of LBOs
Corporate Governance of LBOs: The Role of Boards, which was recently
made publicly available on SSRN, we study whether the success of private
equity-backed firms is due to their superior corporate governance or
instead due to financial engineering. We focus in particular on the role of
boards in LBOs and look at changes in the board when a public company
is taken private by a private equity group.
We construct a new data set, which follows the board composition and
financial figures of all public to private transactions that took place in the
UK between 1998 and 2003. Out of these 142 transactions, 88 have
private equity sponsors and are thus identified as LBOs. The remaining
transactions are either pure MBOs or other types, and are used as
benchmarks. We track each company two or three years before the
announcement of the buyout until the exit of private equity investors or
until 2010, whichever is earlier.
We find that when a company goes private, fundamental shifts in board
size and composition take place. The board size decreases on average by
15% and the presence of outside directors is drastically reduced, as they
are replaced by individuals employed by the private equity sponsors. We
also find evidence that the board size and presence of LBO sponsors on
the board depend on the style or preferences of the private equity firm.
Overall, the boards become more in line with the type of boards that the
corporate governance literature would identify as exhibiting better
corporate governance. We then set to find out what role these boards play.
Central to our analysis is the examination of the private equity
representatives presence on the board. We find that private equity
sponsors are more present on the boards of the more difficult deals,
presumably because these deals need more expertise, monitoring and