Introduction to M&A Flashcards

1
Q

What is the purpose of Mergers and Acquisitions

A

Creation of shareholder value

Bottom Line: If the firm cannot earn a return on its investment alternatives in the excess of the firm’s cost of capital then it should “return” the money to the firm’s shareholders

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2
Q

Organic vs. External Investment Opportunities

A

Organic: doing it on their own
External: another player in the market (at times does not have the expertise or IP to do so)
Ex. Microsoft and Activision

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3
Q

What influences a company to pay back shareholders or you make a purchase:

A

Growth of the company (market share, cash flow)

Growth will increase the value of the company (the acquirer)

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4
Q

Define Acquisition

A

Acquisition - one company buys (acquires) a controlling interest in another company

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5
Q

Define Merger

A

Merger (legal definition) - is the same as an acquisition except that an entirely new firm is created. Both the acquiring firm and the acquired firm terminate their previous legal existence

Be careful; companies and investment bankers will use the term “merger” as a marketing term when one company is taking over another to appease the board, executives and shareholders (and sometimes politicians) of the target company (i.e., “merger of equals)

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6
Q

Define activist investor

A

Activist Investor - investor who requests (or demands) that changes be made to corporate strategy and/or board of directors. If not, there could be trouble. Ex. consider Carl Icahan and Bill Ackman
Shorting the stock - expecting it to decrease
How to bring up a stock price - ex. Announcements on social media

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7
Q

Define Hostile takeover

A

Hostile Takeover - an acquisition not approved or agreed to by the target’s board of directors

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8
Q

Define a white knight

A

White knight - a person or company who agrees a friendly takeover of a target company who has had a hostile takeover

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9
Q

Define going private

A

Going Private - a single shareholder or a small group of investors acquires all of the shares of a public company
Ex. Twitter (now X) went from public to private. Why → opportunity to restructure, less requirements in terms of reporting, frees management from public scrutiny (less compliance and more effort on improving competitive positioning)

Cons of going private - sources of capital - ex. PE firms might be aggressive in voicing opinions
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10
Q

Define a leveraged buyout along with the advantages and disadvantages

A

Leveraged Buyout - stock or assets of the target are purchased mostly with borrowed money, typically secured by a target’s own asset base
Borrowed money to fund the acquisition of another company. Ex. Hilton Hotels. Blackstone bought Hilton in 2007 – helped them expand into international geographies. Assets of the company are usually offered as the collateral for the loan. PE companies use this to acquire companies, build the companies again and sell them for a profit. BC Partners acquired PetSmart
Advantages - increased control, financial gains, opportunity to survive
Disadvantages - reduced morale, risk of bankruptcy, layoffs
Controversial point – putting a lot of debt on the company. Paying cash, increasing the leverage/debt and looking for ways to increase efficiency

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11
Q

Define management buyout

A

Management Buyout - existing management leads a buy-out with an equity sponsor providing the financing

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12
Q

Define roll-up

A

Roll-up - acquisition of several companies in an industry, typically for stock with the intention of creating critical mass and “IPOing” the new entity
Better positioned to enjoy economies of scale by becoming more efficient (ex. Oil company combined with a drilling company and waste management). Expand geographic coverage, reduction in marginal costs, gain access to new markets
Waste Management inc who purchased small local truck haulers. Ex. a company could acquirer a number of small, independent automotive shops, dental clinic acquiring several small dental offices and suppliers. New way to enter a market
Cost advantages with increase in production

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13
Q

Define dissenters’ rights

A

Dissenters’ rights - rights that shareholders may have who did not vote in favor of the merger to require a court to determine the fair value of their shares which value may be greater or less than the merger consideration; don’t see this too often

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14
Q

Define proxy contest tender offer

A

Proxy Contest Tender Offer - a solicitation of shareholder votes by someone other than management (dissidents or insurgents) for some corporate action; see this more often
Ask other shareholders to vote on their behalf as a proxy (solicit shareholder votes)

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15
Q

Define tender offer

A

Tender offer - offer by one company directly to the shareholders of another company to purchase shares

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16
Q

Define synergies

A

Synergy - value created by combining two companies
Hoping the share price increases due to the synergistic effect of the deal - ex. Combined talent, combined technology, cost reduction, increased revenues
Also can be negative synergy - ex. Clash of corporate cultures and different leadership styles
Cost synergies (ex. Reduced overhead, consolidation of facilities)
Revenue synergies (ex. Expanded geographic reach, market positioning
Operational synergies (shared expertise, R&D capabilities to accelerate innovation)
Strategic synergies (ex. Elimination of a competitor)
Ex. big tech company acquires a small software company - industry professionals with young innovative thinkers

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17
Q

Define Acquisition premium

A

Acquisition premium - amount paid to target shareholders that is greater than the pre-offer value/share price. % premiums can vary widely for Canadian public deals ≈ 30 to 40%
Ex. AcquireCo makes a bid for $14/share which is a 40% premium; TargetCo at $10/share

18
Q

Why would a company want to acquire 100% of another company

A

More control → synergies
Goodwill
Consolidation for lower cost of capital

19
Q

Who runs things in a M&A play

A

Shareholder control the company but it is managed by the board of directors

20
Q

What can shareholders propose

A

Shareholders can propose resolutions on a variety of topics; however, shareholder voting rights are generally limited to:
Amendments to the articles of incorporation
Election of the board of directors
Sale of all (or substantially all) of corporate assets
Issuance of shares greater than 25%

21
Q

Who are some of the key players in M&A

A

Shareholders (vote on proposed deal)
Board of Directors (deal disclosures, approval, offer documents)
Legal counsel (advising on structure, timing, regulatory filings)
Investment bankers (provide financial and strategic advice to purchasers, target companies, and sellers; facilitation of deal)
Activist investors (influence on M&A strategy or decisions and push for changes)
Institutional investors (significant voting power for deal, influence terms)
Arbitrage investors (arbs)

22
Q

What do arbitrage investors do?

A

Arbitrage investors (arbs)
Long TargetCo and Short AcquireCo
Try to take advantage of prices in different markets, similar products different risk
Buy the shares at a lower price and wait for the premium

23
Q

Will that $10 of AcquireCo, go up to the $14 Acquisition premium when the merger is announced

A

Will go close

(1) Deal uncertainty – regulation, competitors, market conditions, shareholders
When do shareholders get their $14 – couple months, we need shareholder approval first and then need to pass regulation, market conditions, etc.
How does the timing difference impact the price - (2) time value of money
It will not get to the full $14

24
Q

go into more depth around the BoD role in M&A

A

Board of Directors
The management of the corporation is vested in the board of directors
This legal construct results in separation of ownership and control and may result in agency costs
Shareholders are the principals and managers are the agents
Shareholders want to maximize the value of the company
However, the interests of management may not be perfectly signed with that of the shareholders

25
Q

Fiduciary duty

A

Fiduciary duty and agency costs
The board of directors may delegate certain aspects of the management function; however, the board of directors may not abrogate its fiduciary duty to the shareholders
Fiduciary duty - act in the best interest of the shareholders. Ex being offered a personal gain

26
Q

Agency Costs

A

Agency costs result when:
Managers do not maximize the value of the firm and/or
Shareholders incur costs to monitor the managers and influence their actions
These conflicts constantly arise in M&A between shareholders, executives, and boards of directors

27
Q

How is a transaction paid for

A

Cash Transaction - acquirer pays cash to TargetCo shareholders for their shares in TargetCo
Share Transaction - acquirer pays in shares of AcquirCo or combination of cash and AcquireCo shares to targets shareholders for their shares in TargetCo

28
Q

Why is it good to get some cash but then also some shares of AcquireCo (from the perspective of TargetCo)

A

Share in upside
Receive premium
Tax benefits (cash = capital gains tax immediately, shares = don’t have to pay the capital gains tax in that year – deferring capital gain tax)

29
Q

Strategic Rationale

A

Most corporations have or should have as a major goal, the maximization of the shareholder value (ie. Increase that share price)
How do we do that – accept projects whose benefits are greater than their costs (ie. Positive NPV)
This may be possible because they may possess a strategic competitive advantage
Examples of a strategic competitive advantage: price, quality/service, market power, innovation

30
Q

How strategies can change

A

Due to internal and/or external reasons, corporate strategies can change
Some of the company’s assets or divisions become uncompetitive and should be divested
A change in strategic direction is likely to imply the company must develop/purchase some new assets
It is then the decision time - do we build or buy
Given the pace of change today, very often the only viable alternative is “buy”

31
Q

Why does acquireco want to acquire targetco

A

Why does AcquireCo want to Acquire TargetCo:
What motivates AcquireCo to acquire TargetCo
Economies of scale = spread fixed costs over larger # of units sold
Horizontal merger: AcquireCo and TargetCo are in the same industry, same sector
Economies of scope = benefit from synergies: 1 + 1 = 3?
Vertical merger: AcquireCo and TargetCo are at different stages of the production process (ie. Manufacturer and supplier to that manufacturer)
Diversification: AcquireCo wants to diversify the company by combining uncorrelated assets and income streams; new products, geographies, customers – more importantly reduces risk
Conglomerate: AcquireCo and TargetCo are not related to each other

32
Q

Why does targetco want to be acquired by acquireco

A

Size of acquisition premium (show me the money!)
Participate in upside of CombinedCo (if you get shares)
Only if the AcquireCo offering AcquireCo shares as consideration
TargetCo shareholders may want to cash out (particularly if there is a large, majority shareholders calling the shots)
Escape from a dead-end, etc.

33
Q

valuation methodologies

A

Valuation Methodologies
Discounted Cash Flows (DCF)
Comparable companies/transactions
Research analyst expectations
Contribution analysis
Needs a price that is fair and that we don’t overpay

34
Q

what value is created in the transaction

A

What value is created in the transaction
Synergy is the additional value created by the transaction (ΔV):
ΔV = AcquireCo Value – TargetCo Value + CombinedCo Value
Note on synergies: they are not just cost reductions (ex. Firing all of TargetCo’s senior management team since we dont need 2 CEO’s)
There can be revenue synergies - the ability to increase CombinedCo revenues by bringing the two companies together (ex. Tim Hortons having greater access to foreign markets by combining with Burger King)

35
Q

what is the premium

A

What is Premium?; depends on how the deal is financed
Cash Transaction: Premium = price paid for TargetCo - TargetCo value (before the transaction)
Share Transaction: Premium = value of shares paid for TargetCo - TargetCo value (before transaction).
Since TargetCo will be getting shares of AcquireCo - the premium will be dependent on the post transaction price of AcquireCo shares

36
Q

hostile takeover defenses

A

Hostile Takeover Defenses
Refers to the acquisition of one company by another corporation against the wishes of the former ex. Microsoft and Yahoo, Kraft Foods & Cadbury
Shareholders Rights Plan (Poison Pill)
Selling the crown jewels
white knight

37
Q

Shareholder rights plan (poison pill)

A

Shareholders Rights Plan (Poison Pill) - gives to non-acquiring shareholders the right to buy 50% more shares at a discount price (in Canada – very overrated and misunderstood as a defensive mechanism - legal section)

38
Q

selling the crown jewels

A

Selling the crown jewels: Sell targetCo’s key assets that AcquireCo is most interested in to make it less attractive for takeover. Can involve a large dividend to remove excess TargetCo cash. Need to be careful - all actions must be to benefit shareholders and not to save executive and directors jobs

39
Q

White knight

A

White Knight - TargetCo seeks out another acquirer considered friendly to make a counter offer and thereby rescue the target from a hostile takeover (aligns with plans and culture)

40
Q

who benefits/loses from M&A

A

Who Benefits/Loses
If there are net benefits from the acquisition (i.e., the value of the revenue increases, or the cost reductions, exceed the costs associated with disruption), who actually captures that newly created value
And if there are net losses from the acquisition, who shoulders the burden

Employees in redundant areas of the company (loss), (gain) employees who own company stock, sometimes the customers lose

41
Q

when is acquisition a good idea

A

When is an Acquisition a Good Idea
An acquisition is an investing opportunity, we should apply rules that we apply to evaluate any other project of the firm
Acquisition is good if NPV > 0
How do you compute NPV of an Acquisition
NPV of Acquisition to AcquireCo = Synergy – Premium
Synergy → the additional value created by the acquisition
CombinedCo Value - (AcquireCo Value + TargetCo Value)
Synergies might not be realized right away
Premium → the extra value you pay for TargetCo
Depends on how the deal is financed
Premium is paid out right away

Want rapid growth in a short period of time which allows you to achieve a better competitive position in the marketplace