dbs competitive m&a

27
Prof. Ian Giddy New York University Mergers & Acquisitions Hostile & Competitive DBS Bank

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Page 1: DBS Competitive M&A

Prof. Ian GiddyNew York University

Mergers & AcquisitionsHostile & Competitive

DBS Bank

Page 2: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 2

Mergers and Acquisitions

“As Is” Value Merged Value Competitive Value

Concepts: Is firm to be acquired worth more within our company, or alone? To us or to them?

Page 3: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 3

Gains to Target Firm Shareholders

Targets of successful tender offers and mergers earn significantly positive abnormal returns from announcement to completion of merger. Gains range from 16.9% to 34.1%.

Targets of unsuccessful tender offers also gain. But those with no new offers in 2 years lose all previous gains, while those with new offers make further gains.

Targets of unsuccessful mergers appear to lose all positive returns earned after announcement by the time failure becomes known.

Page 4: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 4

Gains to Bidding Firm Shareholders

There are positive returns to successful bidders in tender offers

For successful bidders in mergers, evidence is mixed. It seems that returns are around zero.

For unsuccessful bidders in both tender offers and mergers, returns are negative.

Page 5: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 5

Do Acquisitions Benefit Shareholders?Successful Bids

Technique Target Bidders

Tender offer 30% 4%

Merger 20% 0

Proxy contest 8% na

Note: Abnormal price changes are price changes adjusted to eliminate the effects of marketwide price changes

Page 6: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 6

Do Acquisitions Benefit Shareholders?Unsuccessful Bids

Technique Target Bidders

Tender offer -3% -1%

Merger -3% -5%

Proxy contest 8% na

Page 7: DBS Competitive M&A

Equity Valuation:Application to Conrail

Prof. Ian GiddyNew York University

Page 8: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 8

Case Study: The Acquisition of Conrail

Why merge Conrail and CSX? What’s Conrail worth? How was the CSX offer structured? How would Conrail shareholders react to

the offer?

Page 9: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 9

Gains from Conrail Acquisition?

Rationale: Firm A should merge with Firm B if

[Value of AB > Value of A + Value of B + Cost of transaction]

Synergy Gain market power Discipline Taxes Financing

Page 10: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 10

What is Conrail Worth?

Stand-alone valueMarket valueComparablesDiscounted present value

Value to acquirer Value in bidding-war context

Page 11: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 11

What is Conrail Worth?

Stand-alone valueMarket value: $71.00ComparablesDiscounted present value

Value to acquirer Value in bidding-war context

Page 12: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 12

What Is The Deal Worth?

Two-tier offer (why?)Front-end cash offer

40%*$92.50Back-end stock swap

60%*(1.85619*$46.75) Combined offer

40%*$92.50+60%*(1.85619*$46.75)

=$89.07

Page 13: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 13

What is Conrail Worth?

Stand-alone valueMarket value: $71.00ComparablesDiscounted present value

Value to acquirer Value in bidding-war context

Page 14: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 14

How Much Can a Buyer Pay?

Applying the discounted cash flow approach, we need to know:

1. The incremental cash flows to be generated from the acquisition, adjusted for debt servicing and taxes

2. The rate at which to discount the cash flows (required rate of return on equity)

The deadweight costs of making the acquisition (investment banks' fees, etc)

Cost of losing out!

Page 15: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 15

What Gains from the Merger?

RestructuringFramework

1

2

CurrentMarketValue

3

Totalrestructuredvalue

Potentialvalue withinternal+ externalimprovements

Potentialvalue withinternalimprovements

Company’sDCF value

Maximumrestructuringopportunity

Financialstructureimprovements

4

Disposal/Acquisitionopportunities

Operatingimprovements

Current marketoverpricing orunderpricng

5

(Eg Increase D/E)

Page 16: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 16

What's It Worth?

Valuation Methods Book value approach Market value approach Ratios (like P/E ratio) Break-up value Cash flow value

Page 17: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 17

Estimating Future Cash Flows

Dividends? Free cash

flows to equity?

Free cash flows to firm?

Page 18: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 18

Conrail: Required return

kj = RF + j (km - RF)where:kj = 16.15% (required return on company)

RF = 6.83% (US Treasury bond)

j = 1.30 (estimated Beta for company)

km = 14% (average S&P return)

We can use this required return to evaluate whether a company’s stock is worth buying.

Page 19: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 19

If CSX can produce the following dollar profits for the next four years and beyond, at a discount rate of 16.15%, what is the present value of the cash flow stream?

$0 $111 $259 $381….

$1.xxxb = Present Value of cash flow stream$1.xxxb/90.2m shares =$? Per share ….add to $70 to get price could afford

Conrail: Value of Synergies?

Page 20: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 20

What is Conrail Worth?

Stand-alone valueMarket value: $71.00ComparablesDiscounted present value

Value to acquirer Value in bidding-war context

Page 21: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 21

Case Study: The Acquisition of Conrail

Could Norfolk Southern make a bid? How? How much? Does this change what CSX has to pay? Answer: Yes!

Result: Conrail shareholders opposed the CSX move and Conrail was split

Page 22: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 22

Equity Valuation : Results

Estimating discount rate Estimating cash flows Application to CSX 1 & 2 Application to NS Decision?

See spreadsheet: conrail.xls

Page 23: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 23

What's It Worth?

Valuation Methods Book value approach Market value approach Ratios (like P/E ratio)

Conrail: $89/4.91=18xAOL: 150x

Break-up value Cash flow value

Page 24: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 24

M&A Advisory Services:1. Role of the Seller's Advisor

Develop list of buyers Analyze how different buyers would evaluate company Determine value of the company and advise seller on

probable selling price range Prepare descriptive materials showing strong points Contact buyers Control information process Control bidding process Advise on the structure of the transaction to give value to

both sides Ensure all nonfinancial terms are settled early Smooth postagreement documentation

Page 25: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 25

M&A Advisory Services:2. Role of Buyer's Advisor

Thoroughly review target & subs Advise on probable price range Advise on target's receptiveness Evaluate target's options and anticipate actions Devise tactics Consider rival buyers Recommend financial structure and plan financing Advise on initial approach and follow-up Function as liason Advise on the changing tactical situation Arrange the purchase of shares through a tender offer Help arrange long term financing and asset sales

Page 26: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 26

Mergers and Acquisitions: Summary

Mergers & Acquisitions Divestitures Valuation

Concept: Is a business worth more within our company, or outside it?

Page 27: DBS Competitive M&A

Copyright ©2000 Ian H. Giddy M&A 30

www.giddy.org

Ian Giddy

NYU Stern School of Business

Tel 212-998-0332; Fax 212-995-4233

[email protected]

http://www.giddy.org