Spin-Offs and Carve-Out Divestitures: Navigating Legal and Tax Challenges
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Mergers & Acquisitions
MERGERS & ACQUISITIONS INTRODUCTION Why merge? Why sell? 1. A division of a company might no longer fit into larger corp’s plans, so corp sells division 2. Infighting between owners of corp. Sell and split proceeds 3. Incompetent management or ownership 4. Need money 5. Business is declining 6. Industry-specific conditions 7. Economies of scale BASIC DEFINITIONS: MERGER: Owners of separate, roughly equal sized firms pool their interests in a single firm. Surviving firm takes on the assets and liabilities of the selling firm. PURCHASE: Purchasing firm pays for all the assets or all the stock of the selling firm. Distinction between a purchase and a merger depends on the final position of the shareholders of the constituent firms. TAKEOVER: A stock purchase offer in which the acquiring firm buys a controlling block of stock in the target. This enables purchasers to elect the board of directors. Both hostile and friendly takeovers exist. FREEZE-OUTS (also SQUEEZE-OUTS or CASH-OUTS): Transactions that eliminate minority SH interests. HORIZONTAL MERGERS: Mergers between competitors. This may create monopolies. Government responds by enacting Sherman Act and Clayton Act VERTICAL MERGERS: Mergers between companies which operate at different phases of production (e.g. GM merger with Fisher Auto Body.) Vertical mergers prevents a company from being held up by a supplier or consumer of goods. LEVERAGED BUYOUTS (LBOs): A private group of investors borrows heavily to finance the purchase control of an ongoing business. RECAPITALIZATIONS: Does not involve the combination of two separate entities. Here, a firm reshuffles its capital structure. In a SWAP, the corp takes back outstanding equity stocks in return for other types of securities (usually long term bonds or preferred stock) RESTRUCTURINGS: This term refers to a corporation’s changing form to downsize their operations. -
Boston University Journal of Science & Technology
4 B.U. J. SCI. & TECH. L. 1 January 23, 1997 Boston University Journal of Science & Technology Law Symposium Financing the Biotech Industry: Can the Risks Be Reduced? Ronald Cass, Joshua Lerner, Farah H. Champsi, Stanley C. Erck, Jonathan R. Beckwith, Leslie E. Davis, Henri A. Termeer Table of Contents Speeches..........................................................................................................................[1] Dean Ronald Cass.............................................................................................[1] Joshua Lerner....................................................................................................[2] Farah Champsi..................................................................................................[8] Stanley Erck.....................................................................................................[18] Jonathan Beckwith.........................................................................................[24] Leslie Davis......................................................................................................[37] Henri Termeer.................................................................................................[47] Question and Answer Session..................................................................................[60] Financing the Biotech Industry: Can the Risks Be Reduced?† Jonathan R. Beckwith, Farah H. Champsi, Leslie E. Davis,* Stanley C. Erck, Joshua Lerner, Henri A. Termeer Dean Ronald Cass: 1. The biotechnology -
RMT & Reverse Mergers
RMT & Reverse Mergers Rui Jie Sim Overview n Fundamental Questions n Types of Strategic Transactions n Reverse Morris Trusts – Examples of RMT – Structure of RMT n Reverse Mergers – Examples of Reverse Mergers 4/22/15 Wall Street Club 2 Fundamental Questions Strategic Rationale Does the transaction help the strategic plan? Does the transaction fit into the company’s equity and growth? Does the transaction expand the company’s geographic coverage or footprint? Financial Impact Does the transaction create value for shareholders? Does transaction increase growth profile at an acceptable risk? 4/22/15 Wall Street Club 3 Types of Strategic Transactions Joint Ventures & Strategic Alliances Partnership between two companies Divestitures Disposition or sale of an asset, division or subsidiary Acquisitions Purchase of an asset, division or subsidiary Sale of Company and Mergers Combination of two independent companies Recapitalizations Major change to a company’s capital structure Restructurings Major change to the structural organization of a company 4/22/15 Wall Street Club 4 Types of Strategic Transactions Joint Ventures & Strategic Alliances Partnership between two companies Divestitures Disposition or sale of an asset, division or subsidiary Acquisitions Purchase of an asset, division or subsidiary Sale of Company and Mergers Combination of two independent companies Recapitalizations Major change to a company’s capital structure Restructurings Major change to the structural organization of a company 4/22/15 Wall Street Club 5 Reverse Morris -
Paper-18: Business Valuation Management
Group-IV : Paper-18 : Business Valuation Management [ December ¯ 2011 ] 33 Q. 20. X Ltd. is considering the proposal to acquire Y Ltd. and their financial information is given below : Particulars X Ltd. Y Ltd. No. of Equity shares 10,00,000 6,00,000 Market price per share (Rs.) 30 18 Market Capitalization (Rs.) 3,00,00,000 1,08,00,000 X Ltd. intend to pay Rs. 1,40,00,000 in cash for Y Ltd., if Y Ltd.’s market price reflects only its value as a separate entity. Calculate the cost of merger: (i) When merger is financed by cash (ii) When merger is financed by stock. Answer 20. (i) Cost of Merger, when Merger is Financed by Cash = (Cash - MVY) + (MVY - PVY) Where, MVY = Market value of Y Ltd. PVY = True/intrinsic value of Y Ltd. Then, = (1,40,00,000 – 1,08,00,000) + (1,08,00,000 – 1,08,00,000) = Rs. 32,00,000 If cost of merger becomes negative then shareholders of X Ltd. will get benefited by acquiring Y Ltd. in terms of market value. (ii) Cost of Merger when Merger is Financed by Exchange of Shares in X Ltd. to the shareholders of Y Ltd. Cost of merger = PVXY - PVY Where, PVXY = Value in X Ltd. that Y Ltd.’s shareholders get. Suppose X Ltd. agrees to exchange 5,00,000 shares in exchange of shares in Y Ltd., instead of payment in cash of Rs. 1,40,00,000. Then the cost of merger is calculated as below : = (5,00,000 × Rs. -
Acquisitions Driven by Stock Overvaluation: Are They Good Deals? Fangjian FU Singapore Management University, [email protected]
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Institutional Knowledge at Singapore Management University Singapore Management University Institutional Knowledge at Singapore Management University Research Collection Lee Kong Chian School Of Lee Kong Chian School of Business Business 8-2011 Acquisitions Driven By Stock Overvaluation: Are They Good Deals? Fangjian FU Singapore Management University, [email protected] Leming LIN University of Florida Micah OFFICER Loyola Marymount University Follow this and additional works at: https://ink.library.smu.edu.sg/lkcsb_research Part of the Corporate Finance Commons, and the Finance and Financial Management Commons Citation FU, Fangjian; LIN, Leming; and OFFICER, Micah. Acquisitions Driven By Stock Overvaluation: Are They Good eD als?. (2011). European Finance Association Meeting, 17-20 August 2011. Research Collection Lee Kong Chian School Of Business. Available at: https://ink.library.smu.edu.sg/lkcsb_research/3157 This Conference Paper is brought to you for free and open access by the Lee Kong Chian School of Business at Institutional Knowledge at Singapore Management University. It has been accepted for inclusion in Research Collection Lee Kong Chian School Of Business by an authorized administrator of Institutional Knowledge at Singapore Management University. For more information, please email [email protected]. Acquisitions Driven by Stock Overvaluation: Are They Good Deals?* Fangjian Fu Singapore Management University Lee Kong Chian School of Business -
Lecture 4 (Notes by Leora Schiff) 15.649 - the Law of Mergers and Acquisitions (Spring 2003) - Prof
Lecture 4 (Notes by Leora Schiff) 15.649 - The Law of Mergers and Acquisitions (Spring 2003) - Prof. John Akula Types of Acquisitions Governed by state law: 1. Delaware a. Flexible for corporate managers b. Body of precedent 2. California a. Other end of spectrum – heavy regulations I. Statutory Merger/Consolidation A. Stock Swap Statutory Merger 1. B merges into A 2. A and B merge into C – consolidation 3. stock-for-stock merger a. shareholders of B get stock in A (or C) b. A or C absorbs assets and liabilities of B corp c. Tax free - Type A reorganization B. Cash-out Statutory Merger 1. shareholders of B receive cash, debentures or non-voting equity 2. Taxable merger C. Procedure for Statutory Merger a. BOD both A and B pass resolution approving Agreement of Merger b. A and B shareholder vote - majority of outstanding shares entitled to vote must ratify agreement c. Certificate of Merger filed with DE Secy of State to become effective on date specified d. On date, reps. of both corporations meet and close transaction D. Three Exceptions to Voting Procedures 1. small-scale merger exception 2. parent-sub merger exception 3. holding company exception E. Conditions for Closing 1. Material Adverse Condition clause – depending on terms, could choose not to close. 1 II. Asset Acquisition A. Cash-for-Assets Acquisition 1. Taxable transaction 2. A can select assets and liabilities of B 3. A shareholders do not vote on asset acquisition 4. B shareholders are cashed out 5. A corp. gets new basis in B assets based on allocation of purchase price B. -
The Role of Stock Liquidity in Mergers and Acquisitions: Evidence from a Quasi-Natural Experiment*
The Role of Stock Liquidity in Mergers and Acquisitions: Evidence from a Quasi-natural Experiment* Nishant Dass Georgia Institute of Technology Email: [email protected] Sheng Huang Singapore Management University Email: [email protected] Johan Maharjan Rensselaer Polytechnic Institute Email: [email protected] Vikram Nanda University of Texas at Dallas Email: [email protected] May 2016 *We thank Itay Goldstein, Todd Gormley, Jarrad Harford, and seminar participants at Singapore Management University and Tshinghua University for helpful comments. All remaining errors are our own. The Role of Stock Liquidity in Mergers and Acquisitions: Evidence from a Quasi-natural Experiment Abstract We examine how stock liquidity – of both acquirers and targets – affects acquisitions. We contend, relying on a simple model, that liquidity enhances acquirer stock value as an acquisition currency, especially when target stock is less liquid. Supportive of this acquisition-currency hypothesis: greater acquirer (lower target) liquidity increases acquisition likelihood and payment with stock, reduces acquisition premium, and improves acquirer announcement returns in equity deals. Our identification strategy relies on the exogenous variation in stock liquidity induced by changes in the composition of Russell-1000/2000 indices to establish causality. Consistent with the beneficial role of stock liquidity, firms take steps to improve stock liquidity prior to acquisitions. JEL classification: G30, G34 Keywords: Stock liquidity, mergers and acquisitions, Russell index reconstitution “The Covance board also discussed with Goldman Sachs [its financial advisor] the liquid market for LabCorp stock, which would allow Covance stockholders to either keep or trade the stock portion of the consideration.” From Board of Directors of Covance Inc. -
Corporate Restructuring
University of Pennsylvania ScholarlyCommons Finance Papers Wharton Faculty Research 7-25-2013 Corporate Restructuring B. Espen Eckbo Tuck School of Business Karin S. Thorburn Follow this and additional works at: https://repository.upenn.edu/fnce_papers Part of the Corporate Finance Commons, Finance Commons, and the Finance and Financial Management Commons Recommended Citation Eckbo, B. E., & Thorburn, K. S. (2013). Corporate Restructuring. Foundations and Trends® in Finance, 7 (3), 159-288. http://dx.doi.org/10.1561/0500000028 author Karin S. Thorburn is affiliated with the Norwegian School of Economics, Norway. She is also a visiting faculty member in the Finance Department of the Wharton School at the University of Pennsylvania. This paper is posted at ScholarlyCommons. https://repository.upenn.edu/fnce_papers/233 For more information, please contact [email protected]. Corporate Restructuring Abstract We survey the empirical literature on corporate financial restructuring, including breakup transactions (divestitures, spinoffs, equity carveouts, tracking stocks), leveraged recapitalizations, and leveraged buyouts (LBOs). For each transaction type, we survey techniques, deal financing, transaction volume, valuation effects and potential sources of restructuring gains. Many breakup transactions appear to be a response to excessive conglomeration and attempt to reverse a potentially costly diversification discount. The empirical evidence shows that the typical restructuring creates substantial value for shareholders. The value-drivers include elimination of costly cross-subsidizations characterizing internal capital markets, reduction in financing costs for subsidiaries through asset securitization and increased divisional transparency, improved (and more focused) investment programs, reduction in agency costs of free cash flow, implementation of executive compensation schemes with greater pay-performance sensitivity, and increased monitoring by lenders and LBO sponsors. -
Takeover Law and Practice Guide 2020
Wachtell, Lipton, Rosen & Katz Takeover Law and Practice 2020 This outline describes certain aspects of the current legal and economic environment relating to takeovers, including mergers and acquisitions and tender offers. The outline topics include a discussion of directors’ fiduciary duties in managing a company’s affairs and considering major transactions, key aspects of the deal-making process, mechanisms for protecting a preferred transaction and increasing deal certainty, advance takeover preparedness and responding to hostile offers, structural alternatives and cross-border transactions. Particular focus is placed on recent case law and developments in takeovers. This edition reflects developments through September 2020. © October 2020 Wachtell, Lipton, Rosen & Katz All rights reserved. Takeover Law and Practice TABLE OF CONTENTS Page I. Current Developments ..............................................................................1 A. Overview ............................................................................. 1 B. M&A Trends and Developments ........................................ 2 1. Deal Activity ........................................................... 2 2. Unsolicited M&A.................................................... 4 3. Private Equity Trends ............................................. 5 4. SPAC Trends .......................................................... 6 5. Acquisition Financing ............................................. 8 6. Shareholder Litigation ........................................... -
Printmgr File
As filed with the Securities and Exchange Commission on May 8, 2012 Registration No. 333- SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM S-1 REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933 Tyco Flow Control International Ltd. (Exact name of registrant as specified in its charter) Switzerland 3550 98-1050812 (State of Incorporation) (Primary Standard Industrial (I.R.S. Employer Classification Code Number) Identification No.) Freier Platz 10 CH-8200 Schaffhausen, Switzerland 41-52-633-02-44 (Address, including Zip Code, and Telephone Number, including Area Code, of Registrant’s Principal Executive Offices) Judith A. Reinsdorf Executive Vice President and General Counsel Tyco International Management Company, LLC 9 Roszel Road Princeton, New Jersey 08540 (609) 720-4200 (Name, Address, including Zip Code, and Telephone Number, including Area Code, of Agent for Service) With a copy to: Alan M. Klein, Esq. Faiza J. Saeed, Esq. Benjamin F. Garmer, III, Esq. Simpson Thacher & Bartlett LLP Thomas E. Dunn, Esq. John K Wilson, Esq. 425 Lexington Avenue Cravath, Swaine & Moore LLP Foley & Lardner LLP New York, New York 10017 Worldwide Plaza 777 East Wisconsin Avenue (212) 455-2000 825 Eighth Avenue Milwaukee, Wisconsin 53202 New York, New York 10019 (414) 271-2400 (212) 474-1000 Approximate date of commencement of the proposed sale of the securities to the public: As soon as practicable after this Registration Statement becomes effective and upon completion of the merger described in the enclosed prospectus. If any of the securities being registered on this Form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, check the following box: ‘ If this Form is filed to register additional securities for an offering pursuant to Rule 462(b) under the Securities Act of 1933, as amended, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. -
Evidence from Spin-Off Roadshows by Ryan Patrick Mcdonough A
Corporate Communication and Shareholder Retention: Evidence from Spin-Off Roadshows by Ryan Patrick McDonough A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Business Administration) in the University of Michigan 2017 Doctoral Committee: Professor Gregory S. Miller, Chair Professor Amy K. Dittmar Professor Raffi J. Indjejikian Professor Scott E. Page Associate Professor Catherine Shakespeare Ryan Patrick McDonough [email protected] ORCID iD: 0000-0002-7936-3618 © Ryan Patrick McDonough 2017 Acknowledgements I am grateful for the time and commitment of my dissertation committee members. In particular, I thank my committee chair, Greg Miller, for his patience and guidance in helping me grow as a researcher. I thank Cathy Shakespeare for the many insightful conversations we have shared and for always including me in her research and teaching. I thank Raffi Indjejikian for his thoughtful feedback and continued support of my work. I thank Amy Dittmar and Scott Page for joining my committee and for their valuable insights that greatly improved my work. For their helpful comments and suggestions on my dissertation, I thank Ryan Ball, Thomas Bourveau, Roby Lehavy, Mihir Mehta, Mario Schabus, Christoph Sextroh, and workshop participants at Columbia University, Rutgers University, Southern Methodist University, the University of Illinois at Chicago, the University of Michigan, and the University of Texas at Austin. The accounting department at Ross—faculty, staff, and doctoral students alike—made my pursuit of a Ph.D. a fulfilling experience. I especially thank Nayana Reiter, Jordan Schoenfeld, and Jed Neilson for the countless conversations we had throughout our journey in the Ph.D. -
Invest Wisely, Divest Strategically
Invest Wisely, Divest Strategically Tapping the Power of Diversity to Raise Valuations The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for- profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep in sight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable compet itive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 81 offices in 45 countries. For more information, please visit bcg.com. Founded in 1898, HHL Leipzig Graduate School of Management was the first business school in Germany. Currently, HHL is one of the country’s leading graduate schools, offering a variety of academic programs for different graduate degrees, including MSc, MBA, PhD, as well as Executive Education. The Center for Corporate Transactions, headed by Prof. Dr. Bernhard Schwetzler, is HHL’s major research unit in the field of mergers and acquisitions. It is designed to bring together scientists of HHL and its research partners working in the areas of corporate finance, accounting, law, and game theory to analyze and discuss problems in corporate transactions. For more information, please visit www.hhl.de/finance. Invest Wisely, Divest Strategically Tapping the Power of Diversity to Raise Valuations Jens Kengelbach, Hady Farag, Bernhard Schwetzler, and Christin Rudolph April 2014 AT A GLANCE Diversified companies suffer from a “conglomerate discount” that reduces their valuations compared with pure-play companies.