Relacionar Columnas M and V 3Versión en línea mergers and valuations por alex kellett 1 Merger success: selling company 2 A 25% phase 4 APP 3 Why TAPP 4 Merger Monday 5 Merger Phase 3 6 3rd wave: Subprime aka 7 Qualitatives 8 Merger Success: Dealmakers, bankers, advisers etc. 9 Revenue synergies 10 Merger success from the perspective of continuing major shareholders 11 Gearing ratio 12 Merger cycle 3 13 Merger cycle 4 signature event 14 Merger Cycle 2 15 Epstein 16 Merger Cycle 1 17 Merger Phase 4 18 Merger cycle 1 signature event 19 Event studies 20 Merger phase 2 21 Merger Cycle 2 signature event 22 Merger cycle 4 23 Merger cycle 3 signature event 24 Merger phase 1 25 White Knight 26 MergVal 1982-90: LBO Netscape and Worldnet IPOs Financing more available as overall M&A vol grows. APP = 20-35% qualitative. Only one subject: Chase/Bank one RJR Nabisco Acquisition may be equiv to 3x the financial APP as the comparable %APP consummated in Phase 1 Universal Banking (Travelers/Citicorp). led to repeal of US Glass-Steagall Law. (Deregulation spurred merger activity) Commercial banks chasing IP profit and prestige. economy still perceived as in recession by many. A few 1-2 year cash paybook deals. APP 10-18% Financial Times: 13.01.2014. 'The date it is safe to do mergers again'. 3 major acquisitions announced on this date. Merger boom legitimised, laggards criticised. Catch up deals. APP% quickly over 50%. evaluated on a cash flow effect basis only (as with all syn). merger evaluators who solely rely on subjective criteria December 2011-19: Megaboom Late cycle deals often over 100% APP until: increasing failures; declining target quality + reduced merger financing cause exhaustion peak 2002-08: Subprime typically allows subsidiary company to run their own operations (preserves subsidiary structure). They agree to limit their role to providing financing and developmental support as needed. (15% conglom discount) narrow self-interest. close as many deals as possible (deal flow and financial volume). No fee unless deals close; only min legal and no financial liability for value-destructive merger advice. % of long term debt to total capital. The after tax cost of equity is 2-2.5 times that of debt. WACC Facebook and LinkedIn IPOs 5 year min ownership position. reflects primacy of the party putting up risk capital: RMT: a) returns vs cost of capital. b) The deficit (APP) vs the pv of conservatively and independently determined NRS. Share prices of target are always expected to increase following a serious bidder's EOI. This usually corresponds to a near-exact matching decline in the share price of acquirer (pay control premium) RMT. 1996-00: Dot Com 1 CF and synergies remain constant/increase very gradually during an M&A cycle but share price may triple. It better illustrates the importance of anticipatory purchase premium on APP (financial >%) Sellers seek to maximise the pv of cash equivalent returns over the period at which the board deems the company eligible to entertain offers (eg 6 months). (AMS: bidders + rounds) Countrywide financial acquisition reflecting the synergy vs premium principles of modern best practice merger valuation (VG and IVE)
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