1. 21- 1 McGraw Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved Fundamentals of Corporate Finance Sixth Edition Richard A. Brealey Stewart C. Myers Alan J. Marcus Slides by Matthew Will Chapter 21 McGraw Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved Mergers, Acquisitions and Corporate Control

2. 21- 2 Topics Covered  Sensible Motives for Mergers  Dubious Reasons for Mergers  The Mechanics of a Merger  Evaluating Mergers  The Market for Corporate Control  Proxy Contests  Takeovers  Leveraged Buyouts  Divestitures, Spin-Offs and Carve-Outs  The Benefits and Costs of Mergers

3. 21- 3 Mergers (1962-2007) Number of Deals 2007

4. 21- 4 Recent Mergers

5. 21- 5 Sensible Reasons for Mergers Economies of Scale A larger firm may be able to reduce its per unit cost by using excess capacity or spreading fixed costs across more units. $ $ $ Reduces costs

6. 21- 6 Sensible Reasons for Mergers Economies of Vertical Integration  Control over suppliers “may” reduce costs.  Over integration can cause the opposite effect. Pre-integration (less efficient) Company S S S S S S S Post-integration (more efficient) Company S

7. 21- 7 Sensible Reasons for Mergers Combining Complementary Resources Merging may results in each firm filling in the “missing pieces” of their firm with pieces from the other firm. Firm A Firm B

8. 21- 8 Sensible Reasons for Mergers Mergers as a Use for Surplus Funds If your firm is in a mature industry with few, if any, positive NPV projects available, acquisition may be the best use of your funds.

9. 21- 9 Dubious Reasons for Mergers  Diversification  Investors should not pay a premium for diversification since they can do it themselves.

10. 21- 10 Dubious Reasons for Mergers The Bootstrap Game Acquiring Firm has high P/E ratio Selling firm has low P/E ratio (due to low number of shares) After merger, acquiring firm has short term EPS rise Long term, acquirer will have slower than normal EPS growth due to share dilution.

11. 21- 11 Dubious Reasons for Mergers The Bootstrap Game

12. 21- 12 The Mechanics of a Merger  Forms of Acquisition  “Merge” – When the acquiring firm buys all the assets and all the liabilities of the other firm and combines them into one firm.  “Tender Offer” - The acquiring firm buys all the stock of the target firm.  “Asset Purchase” – When the acquiring firm buys only the assets of the target. The target continues to exist as a firm with cash instead of assets.

13. 21- 13 Evaluating Mergers  Questions  Is there an overall economic gain to the merger?  Do the terms of the merger make the company and its shareholders better off? ????

14. 21- 14 Evaluating Mergers  Economic Gain

15. 21- 15 Evaluating Mergers Example - Given a 20% cost of funds, what is the economic gain, if any, of the merger listed below?

16. 21- 16 Evaluating Mergers  Estimated net gain

17. 21- 17 The Merger Market  Proxy battle for control of the board of directors  Firm purchased by another firm  Leveraged buyout by a group of investors  Divestiture of all or part of the firm’s business units Methods to Change Management

18. 21- 18 The Merger Market Tools Used To Acquire Companies Proxy Contest Acquisition Leveraged Buy-Out Management Buy-Out Merger Tender Offer

19. 21- 19 Merger Tactics White Knight - Friendly potential acquirer sought by a target company threatened by an unwelcome suitor. Shark Repellent - Amendments to a company charter made to forestall takeover attempts. Poison Pill - Measure taken by a target firm to avoid acquisition; for example, the right for existing shareholders to buy additional shares at an attractive price if a bidder acquires a large holding.

20. 21- 20 Leveraged Buy-Outs Unique Features of LBOs Large portion of buy-out financed by debt Shares of the LBO no longer trade on the open market

21. 21- 21 Leveraged Buy-Outs  Junk bond market  Leverage and taxes  Other stakeholders  Leverage and incentives  Free cash flow Potential Sources of Value in LBOs

22. 21- 22 Divestitures, Spin-Offs, and Carve Outs  Divestiture – When a firm sells some of the assets to another entity as a going concern.  Spin Off – The process of a business separating the ongoing operations of a unit of that business and giving the shareholders of the parent firm shares of the unit. The unit and parent function as separate entities.  Carve Outs – Similar to a spin off, but the carve out issues shares of the new firm to the public.

23. 21- 23 Benefits and Cost of Mergers  Who Usually Benefits from the merger?  Shareholders of the target  Lawyers & Brokers  The executives of the acquiring firm  Who Usually Losses a merger?  Shareholders of the acquirer due to overpayment  Executives on the target  All employees due to restructuring

24. 21- 24 Web Resources