Lecture 9: Corporate Restructuring Flashcards

1.) What is restructuring 2.) Reasons for restructuring 3.) Empirical evidence to 'diversification discount' 4.) Types of restructuring transactions 5.) Empirical evidence to restructuring

1
Q

What is Corporate Restructuring

A

It is a transaction where a company is reduced in size by

a. ) Asset Disposal (Divestiture)
b. ) Divided into Separate Entities (Spin-off/Equity Carve-Out)
c. ) Transferred to Private Ownership (Buyout)

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2
Q

What are the 6 Reasons for Restructuring

A

Main aim: To Create Value
ATSMNC (AT So Many New Cars)

  1. ) Reduce Agency Conflict
  2. ) Transfer assets to owners who may better utilize assets
  3. ) Sharper focus for managements who may lack skill set to manager different types of business
  4. ) Correct strategic mistakes of management (Reverse mistakes of acquisition)
  5. ) Reflect new information about various parts of the company to other parties (Equity Clienteles)
  6. ) Prevent cross-subsidization of business units
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3
Q

What is ‘Diversification Discount’

A

Process of value creation by restructuring

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4
Q

What is an evidence of ‘Diversification Discount’

A

Single-segment firms (e.g. woolworths) outperform multi-segment firms (e.g. Coles in WF)

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5
Q

Why do Single-segment firms outperform multi-segment firms

A
  1. ) Over-investment: Additional effort in under performing firm
  2. ) Cross-subsidization: Additional resources in under-performing firm which impedes entire enterprise (esp. in conglomerate firms)
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6
Q

What are the 4 types of restructuring transactions

A
  1. ) Divestiture
  2. ) Spin-off
  3. ) Equity Carve-out
  4. ) Leverage Buyout
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7
Q

Restructuring Transaction 1: Divestiture. What is the market response

A

Sell off business units for cash (Hence lose ownership)

Create value for sellers

0.5%

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8
Q

Reasons for Divestiture (Restructuring Transaction 1). Which of ATSMNC is not applicable and why?

A

To reflect new information about part of the firm (N)

N relates to making the public aware of the new firm/ form equity clienteles. Nothing to do with selling off asset

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9
Q

Example for Divestiture: Kraft Food

A

To address need for liquidity and Management lack enterprise.

Kraft sold off frozen pizza to Nestle. Nestle could also utilize asset better.

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10
Q

Restructuring Transaction 2: Spin-Off. What is the market response

A
  • Listing one of its business units as a separate entity
  • All shares in new business entity are distributed to existing shareholders on pro-rata basis (not fund-raising activity)
    3. 3%
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11
Q

Example of Spin-Off: Kraft

A
  • Kraft spun off North American Operations
  • Kraft became Mondelez - High Growth
  • North American Operations became Kraft- Stable, Low Growth

Form Equity Clienteles (is this N)

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12
Q

Restructuring Transaction 3: Equity Carve-Out. What is the market response

A
  • Establish a new entity
  • Shares in new entity are sold and not distributed

Minor shares: Public (to provide cash for…)
Major shares: Firm

Usually precedes a spinoff
Common against companies who need equity over debt

1.9%

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13
Q

Do the parent company maintains significant shareholding in new entity

A

Yes they do (remember: cash to parent company, not shareholders)

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14
Q

Example of Equity Carve-Out + Spin off: 3Com and Palm 3 Details

A
  • 3Com spun off Palm
  • Sold 5% of Palm and retained 95% throughIPO
  • Each 3Com Share cost $82 and Palm Share cost $95 (but each 3Com SH get 1.5 Palm Shares)
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15
Q

Example of Equity Carve-Out + Spin off: 3Com and Palm 2 Reasons

A
  1. ) Market Inefficiency

2. ) New information

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16
Q

Restructuring Transaction 4: Leveraged Buyout. What is the market response

A
  • Private equity investors borrow funds to buy a listed firm (High debt finance) - Stock increase and avoid listing fees

OR
- If buyers are existing managers, it is a MANAGEMENT BUYOUT - Management gain from both salary and ownership

37%

17
Q

What kind of firms can do leverage buyout

A

Suitable for low business risk, general-purpose, tangible assets (low-growth)

18
Q

What is the focus on management on buyouts

A

Greater focus of reducing expenses, disposing of non-core assets and increasing efficiency

19
Q

What are the effects of buyout using agency conflict

A

High leverage (debt) combined with high equity ownership by the buyer increase incentive to maximize value of the firm: Reduce agency cost!

20
Q

Are buyouts correlated with the market?

A

Yes they vary significantly over time and correlate with the market

21
Q

What is the objective of a leveraged buyout

A

It is to sell the asset via an “EXIT” (Trade Sale, IPO, Sale to Private Equity Investor, Sale to Management, Etc)

22
Q

CASE STUDY: LEVERAGED BUYOUT BK and Trio

A
  • Sold BK to trio of private equity. (>1 bil debt; 325mil equity)
  • Private equity paid over 500mil and BK exited
  • BK de-listed once more by 3G and private equty trio received 3.26bil
23
Q

Empirical Evidence to Restructuring 1: Motive

A
  1. ) Increased Focus (35.9)
  2. ) Divest in low-performance division (35.9)
  3. ) Increase marginal efficiency (9.8%)
  4. ) Achieve specific-organisational form (7.6)
  5. ) Others (10.9)
24
Q

Empirical Evidence to Restructuring 2: Types of Restructuring and Returns. Explain why for LBO

A
  1. ) Leveraged Buyout (37.0%) - Because of control premium
  2. ) Spin-Off (3.3%)
  3. ) Equity-Buyout (1.9%)
  4. ) Divestiture (0.5%)
25
Q

In all the restructures, who gets the cash? and what is the implication in Equity Carve Outs

A

The firm gets the cash, NOT the shareholders (they might get indirectly).

Since it is the firm, the SHs cannot sell the shares

26
Q

Reasons for Spinoff. Which of ATSMNC is not applicable and why?

A

Transfer new assets to those who can better utilize them. T

27
Q

Main reason for a LBO. Which of ATSMNC is not applicable and why?

A

All is, but mainly is A. Reduce Agency Conflict since management is now shareholders

28
Q

In an equity carve out, how much shares do the parent company usually offer

A

Usually about 5-10% of the shares offered to the public with the cash going to the parent firm (not shareholders)

29
Q

Explain the 2 stage process in equity carve-out

A

Stage 1: Establish new entity. Sell 10% of shares for Cash.
Stage 2: New shares usually 10% undervalued. Wait for new information/price to increase and sell it/SPINOFF to parent shareholders

30
Q

Why factors might companies consider in electing whether to engage in a spin-off or an equity carve-out?

A

Equity carve-outs:

  1. ) Parent company have more difficulty in obtaining financing from conventional sources such as debt and new stock issues.
  2. ) Used to showcase the subsidiaries to prospective future buyers as part of a two-stage process - By not selling off 100% of the shares, it permits the parent to benefit from the potential upside when the market realizes the true value of the subsidiary in the second stage of the selling process.