Chapter 7 acquisition and restructuring strategies
- 1. Strategic Management: Concepts and Cases 9e Part II: Strategic Actions: Strategy Formulation Chapter 7: Merger and Acquisition Strategies ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 2. Chapter 7: Acquisition and Restructuring Strategies • Overview: Six content areas – Popularity of acquisition strategies for firms competing in the global economy – Why firms use acquisition strategies – Seven problems working against developing a competitive advantage using an acquisition strategy – Attributes of effective acquisitions – Restructuring strategy vs. common forms – Short & long-term outcomes of different restructuring strategies ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 3. Introduction: Popularity of M&A Strategies • Popular strategy among U.S. firms for many years • Can be used because of uncertainty in the competitive landscape – Increase market power because of competitive threat – Spread risk due to uncertain environment – Shift core business into different markets • Due to industry or regularity changes • Intent: increase firm’s strategic competitiveness and value • The reality, however, is returns are close to zero ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 4. Introduction: Merger, Acquisition, and Takeover • Merger – Two firms agree to integrate their operations on a relatively co-equal basis • Acquisition – One firm buys a controlling, 100 percent interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio. • Takeover – Special type of acquisition strategy wherein the target firm did not solicit the acquiring firm's bid • Hostile Takeover: Unfriendly takeover that is unexpected and undesired by the target firm ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 5. Reasons for Acquisitions • Increased market power • Overcoming entry barriers • Cost of new product development and increased speed to market • Lower risk compared to developing new products • Increased diversification • Reshaping firm’s competitive advantage • Learning and developing new capabilities ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 6. Reasons for Acquisitions and Problems in Achieving Success ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 7. Problems in Achieving Acquisition Success • 1. Integration difficulties • 2. Inadequate evaluation of target • 3. Large or extraordinary debt • 4. Inability to achieve synergy – Synergy: Value created by units exceeds value of units working independently – Private synergy: Occurs when the combination and integration of acquiring and acquired firms' assets yields capabilities and core competencies that could not be developed by combining and integrating the assets with any other company ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 8. Problems in Achieving Acquisition Success • 5. Too much diversification • 6. Managers overly focused on acquisitions • 7. Too large –Additional costs may exceed the benefits of the economies of scale and additional market power –Larger size may lead to more bureaucratic controls –Formalized controls often lead to relatively rigid and standardized managerial behavior –Firm may produce less innovation Biggest Failed Mergers ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 9. Effective Acquisitions • Complementary assets or resources • Friendly acquisitions facilitate integration of firms • Effective due-diligence process (assessment of target firm by acquirer, such as books, culture, etc.) • Financial slack • Low debt position – High debt can… • Increase the likelihood of bankruptcy • Lead to a downgrade in the firm’s credit rating • Preclude needed investment in activities that contribute to the firm’s long-term success • Innovation • Flexibility and adaptability ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 10. Restructuring • Restructuring: Firm changes set of businesses or financial structure – 1. Downsizing: Reduction in number of firms’ employees (and possibly number of operating units) that may or may not change the composition of businesses in the company's portfolio – 2. Downscoping: Eliminating businesses unrelated to firms’ core businesses through divesture, spin-off, or some other means – 3. Leveraged buyouts (LBOs) – • One party buys all of a firm's assets in order to take the firm private (or no longer trade the firm's shares publicly) • Private equity firm: Firm that facilitates or engages in taking a public firm private • Why LBOs? – Protection against a capricious financial market – Allows owners to focus on developing innovations/bring them to market – A form of firm rebirth to facilitate entrepreneurial efforts ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 11. Restructuring and Outcomes ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.