1. CHAPTER 26
Merger Analysis

2. Justifications for Mergers
Valid justifications:
Break-up value exceeds value as going concern
Synergy
Questionable justifications:
Diversification
Increase firm size

3. Types of Mergers
Friendly vs. Hostile merger
Cash vs. stock swap

4. Analysis of mergers
Discounted cash flow approach to merger valuation requires:
Estimation of cash flows
Determine the discount rate

5. Analysis of mergers
The correct cash flows and discount rate depend on the evaluation technique used.
We will use the “Corporate Valuation Model” (from Chapter 11) based on Free Cash Flows, discounted at the WACC

6. Corporate Valuation Model: Discount Rate
To use the corporate valuation model to value a merger target, we must estimate the post-merger WACC of the target firm.

7. Free Cash Flow Valuation
The FCF approach estimates the total firm value, rather than the value of equity or per share value directly.
The value of equity (& per share value) can be obtained from the total value of assets by netting out other claims.

8. Corporate Valuation: A company owns two types of assets.
Operating assets
Nonoperating assets (securities)

9. NOWC
Operating assets include Net Fixed Assets and Net Operating Working Capital (NOWC).
NOWC = Operating CA – Operating CL

10. Operating current assets
Operating current assets are the CA used to produce and sell the firm’s products.
Op CA include cash, receivables, inventory
Op CA exclude securities (interest earning current assets)

11. Operating current liabilities
Operating current liabilities are the CL resulting as a normal part of operations.
Op CL: accounts payable and accruals (current liabilities that do not charge interest)
Op CL excludes notes payable because this is a source of financing, not a part of operations.

12. Applying the Corporate Valuation Model
Free cash flow is the cash flow available for distribution to investors after all necessary additions to operating assets:
FCF = NOPAT – net investment in operating assets
NOPAT = EBIT (1 – tax rate)

13. Corporate value
The PV of their expected future free cash flows, discounted at the WACC, is the value of operations (VOP).
Total corporate value is sum of:
Value of operations
Value of nonoperating assets

14. Steps in Corporate Valuation Model
Identify a planning period of t years.
Project FCF for years 1 thru t.
Estimate the horizon growth rate.
Calculate the post-merger rSL and WACC of target firm.

15. Steps in Corporate Valuation Model (Cont.)
5. Calculate horizon value using constant growth corporate valuation model and WACC.
6. Calculate Vops as PV of FCFs years 1 thru t and horizon value, all discounted at post-merger WACC.
7. Calculate the value of equity by adding financial assets, subtracting existing pref. stock & debt from the value of operations.

16. Alternative valuation techniques
Another method of estimating firm value is based valuation multiples. Examples include value as a multiple of:
Earnings (P/E)
Book value
Sales revenue

17. Merger winners & losers
Target firm shareholders receive an average premium of:
Friendly merger 20%
Hostile takeover 30%

18. Merger winners & losers
Long-run (five year) stock performance of acquiring firms: Abnormal returns Cash acquisitions 18.5% Stock swaps -24.2%

19. Leveraged buyout (LB0)
In an LBO, a small group of investors, normally including management, buys all of the publicly held stock, and takes the firm private.
Purchase often financed with debt.
After operating privately for a number of years, investors take the firm public to “cash out.”

20. Major types of divestitures
Sale of an entire subsidiary to another firm.
Spinning off a corporate subsidiary by giving the stock to existing shareholders.
Carving out a corporate subsidiary by selling a minority interest.
Outright liquidation of assets.

21. Motivation to divest assets
Subsidiary worth more to buyer than when operated by current owner.
To settle antitrust issues.
Subsidiary’s value increased if it operates independently.
To change strategic direction.
To shed money losers.
To get needed cash when distressed.