CHAPTER 7STRATEGIC ACQUISITION AND RESTRUCTURING

THE STRATEGIC MANAGEMENT PROCESS

KNOWLEDGE

OBJECTIVES● Explain the popularity of merger and acquisition strategies in firms competing in the global economy.

● Discuss reasons why firms use an acquisition strategy to achieve strategic competitiveness.

● Describe seven problems that work against achieving success when using an acquisition strategy.

KNOWLEDGE

OBJECTIVES● Name and describe the attributes of effective acquisitions.

● Define the restructuring strategy and distinguish among its common forms.

● Explain the short- and long-term outcomes of the different types of restructuring strategies.

• Source of firm growth and above-average returns

POPULARITY OF MERGER AND ACQUISITION

STRATEGIES

• Heavily influenced by external environment

• Tight credit markets• Political changes in foreign countries’ orientation toward M&A

• During the recent financial crisis, tightened credit markets made it more difficult for firms to complete “megadeals” (> $10 billion)

POPULARITY OF MERGER AND ACQUISITION

STRATEGIES

• Cross-border acquisitions heighten during currency imbalances, from strong currency countries to weaker currency countries

• Firms use M&A strategies to create value for all stakeholders

• M&A value creation applies equally to all strategies (business-level, corporate-level, international, and cooperative)

POPULARITY OF MERGER AND ACQUISITION

STRATEGIES

MERGERS, ACQUISITIONS, AND TAKEOVERS: WHAT ARE THE

DIFFERENCES? MERGER

Two firms agree to integrate their operations on a relatively co-equal basis

There are few TRUE mergers because one firm usually dominates in terms of market share, size, or asset value

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

MERGERS, ACQUISITIONS, AND TAKEOVERS: WHAT ARE THE

DIFFERENCES? TAKEOVER

Special type of acquisition strategy wherein the target firm did not solicit the acquiring firm's bid

HOSTILE TAKEOVERUnfriendly takeover that is undesired by the target firm

RATIONALE FOR STRATEGY Pre-announcement returns of hostile

takeovers are largely anticipated and associated with a significant increase in the bidder’s and target’s share price

REASONS FOR ACQUISITIONS AND

PROBLEMS IN ACHIEVING SUCCESSReasons for

Acquisitions and

Problems in Achieving Success

REASONS FOR ACQUISITIONS

Increased Market Power

Market power is increased by:●Horizontal acquisitions: other firms in the

same industryMcDonald’s acquisition of Boston Market (successful?)

●Vertical acquisitions: suppliers or distributors of the acquiring firm

Walt Disney Company’s acquisition of Fox Family Worldwide

●Related acquisitions: firms in related industries

REASONS FOR ACQUISITIONS

Increased Market Power

Horizontal Acquisitions

• Acquirer and acquired companies compete in the same industry

• Firm’s market power is increased by exploiting: Cost-based synergies Revenue-based

synergies• Acquisitions with similar

characteristics result in higher performance than those with dissimilar characteristics

Similar characteristics:

• Strategy• Managerial styles• Resource allocation

patterns• Previous alliance

management experience

REASONS FOR ACQUISITIONS

Increased Market Power

Horizontal Acquisitions

Vertical Acquisitions

• Acquisition of a supplier or distributor of one or more of the firm’s goods or services Increases a firm’s

market power by controlling additional parts of the value chain

REASONS FOR ACQUISITIONS

Increased Market Power

Horizontal Acquisitions

Vertical Acquisitions

Related Acquisitions

• Acquisition of a company in a highly related industry

• Value creation takes place through the synergy that is generated by integrating resources and capabilities Because of the difficulty in

implementing synergy, related acquisitions are often difficult to implement

PROBLEMS WITH ACQUISITIONS

IntegrationDifficulties

InadequateTarget Evaluation

Large orExtraordinary Debt

Inability toAchieve Synergy

Too MuchDiversification

Managers Overly Focused on

Acquisitions

Too Large

PROBLEMS IN ACHIEVING ACQUISITION SUCCESS

PROBLEMS IN ACHIEVING ACQUISITION SUCCESS

● Acquisition strategies are not problem-free, even when pursued for value-creating reasons.

● Research suggests:20% of all mergers and acquisitions

are successful60% produce disappointing results20% are clear failures, with

technology acquisitions reporting even higher failure rates

PROBLEMS IN ACHIEVING ACQUISITION SUCCESS

Too Much DiversificationDiversified firms must process more information of greater diversity.• Increased operational scope created

by diversification may cause managers to rely too much on financial rather than strategic controls to evaluate business units’ performances

• Strategic focus shifts to short-term performance

• Acquisitions may become substitutes for innovation

PROBLEMS IN ACHIEVING ACQUISITION SUCCESS

Too Much Diversification

Overdiversification• Related diversification requires more information

processing than does unrelated diversification

• Due to the additional information processing, related diversified firms become overdiversified with fewer business units than do unrelated diversifiers

• Overdiversification leads to a decline in performance, after which business units are often divested

• Even when a firm is not overdiversified, a high level of diversification can have a negative effect on its long-term performance

EFFECTIVE ACQUISITIONS

Attributes of Successful

Acquisitions

EFFECTIVE ACQUISITION STRATEGIES

Complementary Assets/Resources

Buying firms with assets that meet current needs to build competitiveness

FriendlyAcquisitions

Friendly deals make integration go more smoothly

Due Diligence/Careful Selection Process

Deliberate evaluation and negotiations are more likely to lead to easy integration and building synergies

Maintain Financial Slack

Provide enough additional financial resources so that profitable projects may be capitalized upon rather than forgone

RESTRUCTURING

A strategy through which a firm changes its set of businesses or financial structure• Failure of an acquisition strategy

often precedes a restructuring strategy

• Restructuring may occur because of changes in the external or internal environments

Restructuring strategies:• Downsizing• Downscoping• Leveraged buyouts

RESTRUCTURING• Reduction in the number of a

firm’s employees and in the number of its operating units, but it does not change the essence of the business

DOWNSIZING

• Refers to divestiture, spin-off, or some other means of eliminating businesses that are unrelated to a firm’s core businessesDOWNSCOPING

• A party buys all of the assets of a business, financed largely with debt, and takes the firm privateLEVERAGED

BUYOUT

RESTRUCTURING• Tactical• Short-term • Cut labor costs• Acquisition failed to create

anticipated value• Paid too much for target

DOWNSIZING

• Strategic• Long-term• Focus on core businesses• More positive effect on firm

performance than downsizing

DOWNSCOPING

RESTRUCTURING

Restructurin

g and Outcomes