INTRODUCTION TO

CORPORATE FINANCE
Laurence Booth • W. Sean Cleary Chapter 15 – Mergers and Acquisitions

Prepared by Ken Hartviksen

CHAPTER 15 Mergers and Acquisitions

Lecture Agenda
• • • • • • • • • Learning Objectives Important Terms Types of Takeovers Securities Legislation Friendly versus hostile takeovers Motivations for Mergers and Acquisitions Valuation Issues Accounting for Acquisitions Summary and Conclusions
– Concept Review Questions
CHAPTER 15 – Mergers and Acquisitions 15 - 3

2.Learning Objectives 1. 4.4 . 5. The different types of acquisitions How a typical acquisition proceeds What differentiates a friendly from a hostile acquisition Different forms of combinations of firms Where to look for acquisition gains How accounting may affect the acquisition decision CHAPTER 15 – Mergers and Acquisitions 15 . 3. 6.

5 CHAPTER 15 – Mergers and Acquisitions .Important Chapter Terms • • • • • • • • • • Acquisition Amalgamation Arbs Asset purchase Break fee Cash transaction Confidentiality agreement Conglomerate merger Creeping takeovers Cross-border (international) M&A • Data room • Defensive tactic • Due diligence • • • • • • • • • • • • Extension M&A Fair market value Fairness opinion Friendly acquisition Geographic roll-up Going private transaction/issuer bid Goodwill Horizontal merger Hostile takeover Letter of intent Management buyouts (MBOs)/leveraged buyouts (LBOs) Merger 15 .

Important Chapter Terms… • • • • • • • • No-shop clause Offering memorandum Over-capacity M&A Proactive models Purchase method Selling the crown jewels Share transaction Shareholders rights plan/poison pill • Synergy • Takeover • • • • Tender Tender offer Vertical merger White knight CHAPTER 15 – Mergers and Acquisitions 15 .6 .

Types of Takeovers Mergers and Acquisitions .

Types of Takeovers General Guidelines Takeover – – The transfer of control from one ownership group to another.8 Amalgamation . The purchase of one firm by another Acquisition Merger – – – – – The combination of two firms into a new legal entity A new company is created Both sets of shareholders have to approve the transaction. A genuine merger in which both sets of shareholders must approve the transaction Requires a fairness opinion by an independent expert on the true value of the firm‟s shares when a public minority exists CHAPTER 15 – Mergers and Acquisitions 15 .

Going Private Transaction (Issuer bid) – A special form of acquisition where the purchaser already owns a majority stake in the target company.9 . Share Transaction – The offer by an acquiring company of shares or a combination of cash and shares to the target company‟s shareholders.Types of Takeovers How the Deal is Financed Cash Transaction – The receipt of cash for shares by shareholders in the target company. CHAPTER 15 – Mergers and Acquisitions 15 .

Securities Laws Pertaining to Takeovers Mergers and Acquisitions .

Fair Treatment • To avoid oppression or coercion of minority shareholders. shareholders have the opportunity to get the greatest and fairest price for their shares. (minority squeeze out provisions) CHAPTER 15 – Mergers and Acquisitions 15 . • To permit competing bids during the process and not have the first bidder have special rights.) • To limit the ability of a minority to frustrate the will of a majority.11 . (In this way.General Intent of the Legislation Transparency – Information Disclosure • To ensure complete and timely information be available to all parties (especially minority shareholders) throughout the process while at the same time not letting this requirement stall the process unduly.

12 .Exempt Takeovers • Private companies are generally exempt from provincial securities legislation. • Public companies that have few shareholders in one province may be subject to takeover laws of another province where the majority of shareholders reside. CHAPTER 15 – Mergers and Acquisitions 15 .

13 .Exemption from Takeover Requirements for Control Blocks • Purchase of securities from 5 or fewer shareholders are permitted without a tender offer requirement provided the premium over the market price is less than 15% CHAPTER 15 – Mergers and Acquisitions 15 .

• This allows creeping takeovers where the company acquires the target over a long period of time.14 .Creeping Takeovers The 5% Rule The 5% rule • Normal course tender offer is not required as long as no more than 5% of the outstanding shares are purchased through the exchange over a one-year period of time. CHAPTER 15 – Mergers and Acquisitions 15 .

20%: Takeover Bid • • • .Securities Legislation Critical Shareholder Percentages 1. This requirement also forces the acquisitor into disclosing intentions publicly before moving to full voting control of the firm.15 2. CHAPTER 15 – Mergers and Acquisitions 15 . Not allowed further open market purchases but must make a takeover bid This allows all shareholders an equal opportunity to tender shares and forces equal treatment of all at the same price. 10%: Early Warning • • When a shareholder hits this point a report is sent to OSC This requirement alters other shareholders that a potential acquisitor is accumulating a position (toehold) in the firm.

Securities Legislation Critical Shareholder Percentages Continued … 3. 66. 90%: Minority Squeeze-out • • .1%: Control • • Shareholder controls voting decisions under normal voting (simple majority) Can replace board and control management The single shareholder can approve amalgamation proposals requiring a 2/3s majority vote (supermajority) Once the shareholder owns 90% or more of the outstanding stock minority shareholders can be forced to tender their shares.16 4.7%: Amalgamation • 5. CHAPTER 15 – Mergers and Acquisitions 15 . 50. This provision prevents minority shareholders from frustrating the will of the majority.

• Target has 15 days to circulate letter to shareholders with the recommendation of the board of directors to accept/reject. CHAPTER 15 – Mergers and Acquisitions 15 . • A Competing bid automatically increases the takeover window by 10 days and shareholders during this time can with drawn authorization and accept the competing offer. • Shareholders tender to the offer by signing authorizations.The Takeover Bid Process Moving Beyond the 20% Threshold • Takeover circular sent to all shareholders.17 . • Bid must be open for 35 days following public announcement.

(prohibits coercive bids) • If more shares are tendered than required under the tender. CHAPTER 15 – Mergers and Acquisitions 15 .18 .The Takeover Bid Process Prorated Settlement and Price • Takeover bid does not have to be for 100 % of the shares. everyone who tendered shares will get a prorated number purchased. • Tender offer price cannot be for less than the average price that the acquirer bought shares in the previous 90 days.

CHAPTER 15 – Mergers and Acquisitions 15 .19 .Friendly Acquisition The acquisition of a target company that is willing to be taken over. the target will accommodate overtures and provide access to confidential information to facilitate the scoping and due diligence processes. Usually.

Friendly Acquisitions The Friendly Takeover Process 1. Normally starts when the target voluntarily puts itself into play. (See Figure 15 -1 for a Friendly Acquisition timeline) CHAPTER 15 – Mergers and Acquisitions 15 . Can be initiated by a friendly overture by an acquisitor seeking information that will assist in the valuation process. accounting team may seek advance tax ruling from CRA Final sale may require negotiations over the structure of the deal including: » » Tax planning Legal structures 2.20 . • Target uses an investment bank to prepare an offering memorandum – – – – May set up a data room and use confidentiality agreements to permit access to interest parties practicing due diligence A signed letter of intent signals the willingness of the parties to move to the next step – (usually includes a no-shop clause and a termination or break fee) Legal team checks documents.

21 .Friendly Acquisition 15-1 FIGURE Friendly Acquisition Information memorandum Confidentiality agreement Main due diligence Ratified Sign letter of intent Approach target Final sale agreement CHAPTER 15 – Mergers and Acquisitions 15 .

Taxation Issues – cash for share purchases trigger capital gains so share exchanges may be a viable alternative 2. Asset purchases rather share purchases that may: • • • Give the target firm cash to retire debt and restructure financing Acquiring firm will have a new asset base to maximize CCA deductions Permit escape from some contingent liabilities (usually excluding claims resulting from environmental lawsuits and control orders that cannot severed from the assets involved) 3.22 . CHAPTER 15 – Mergers and Acquisitions 15 .Friendly Takeovers Structuring the Acquisition In friendly takeovers. Earn outs where there is an agreement for an initial purchase price with conditional later payments depending on the performance of the target after acquisition. both parties have the opportunity to structure the deal to their mutual satisfaction including: 1.

Hostile Takeovers A takeover in which the target has no desire to be acquired and actively rebuffs the acquirer and refuses to provide any confidential information.23 . CHAPTER 15 – Mergers and Acquisitions 15 . The acquirer usually has already accumulated an interest in the target (20% of the outstanding shares) and this preemptive investment indicates the strength of resolve of the acquirer.

During this process the acquirer will try to monitor management/board reaction and fight attempts by them to put into effect shareholder rights plans or to launch other defensive tactics.1%) or amalgamation level (67%)) . Accumulate 20% of the outstanding shares through open market purchase over a longer period of time Make a tender offer to bring ownership percentage to the desired level (either the control (50. 3.Hostile Takeovers The Typical Process The typical hostile takeover process: 1.24 . CHAPTER 15 – Mergers and Acquisitions 15 . File statement with OSC at the 10% early warning stage while not trying to attract too much attention. 4.this offer contains a provision that it will be made only if a certain minimum percentage is obtained. 2. Slowly acquire a toehold (beach head) by open market purchase of shares at market prices without attracting attention.

2. Market price stays close to the offer price • • • Little trading in the shares Great deal of trading in the shares CHAPTER 15 – Mergers and Acquisitions 15 . 3. Market price jumps above the offer price • • A competing offer is likely or The bid price is too low The offer price is fair and the deal will likely go through A bad sign for the acquirer because shareholders are reluctant to sell.Hostile Takeovers Capital Market Reactions and Other Dynamics Market clues to the potential outcome of a hostile takeover attempt: 1. Large numbers of shares being sold from normal investors to arbitrageurs (arbs) who are.25 . 4. themselves building a position to negotiate an even bigger premium for themselves by coordinating a response to the tender offer.

Hostile Takeovers Defensive Tactics Shareholders Rights Plan • • Known as a poison pill or deal killer Can take different forms but often  Gives non-acquiring shareholders get the right to buy 50 percent more shares at a discount price in the event of a takeover. White Knight • The target seeks out another acquirer considered friendly to make a counter offer and thereby rescue the target from a hostile takeover CHAPTER 15 – Mergers and Acquisitions 15 . Selling the Crown Jewels • • The selling of a target company‟s key assets that the acquiring company is most interested in to make it less attractive for takeover. Can involve a large dividend to remove excess cash from the target‟s balance sheet.26 .

Motives for Takeovers Mergers and Acquisitions .

Often in an attempt to control supply or distribution channels.Classifications Mergers and Acquisitions 1. Purpose is often to „diversify‟ the company by combining uncorrelated assets and income streams A merger or acquisition involving a Canadian and a foreign firm a either the acquiring or target company. A merger in which one firm acquires a supplier or another firm that is closer to its existing customers.28 2. Conglomerate 4. A merger in which two firms in unrelated businesses combine. CHAPTER 15 – Mergers and Acquisitions 15 . Vertical 3. Often in an attempt to achieve economies of scale and/or scope. Cross-border (International) M&As . Horizontal • • • • • • • A merger in which two firms in the same industry combine.

29 . North America Free Trade Agreement – Deregulation – Sector booms such as energy or metals • Table 15 -1 on the following slide depicts major M&A waves since the late 1800s. or in response to globalization issues such as: – Formation and development of trading zones or blocks (EU.Mergers and Acquisition Activity • M&A activity seems to come in „waves‟ through the economic cycle domestically. CHAPTER 15 – Mergers and Acquisitions 15 .

F. Wang. Toronto: Prentice-Hall Canada.? Source: Adapted in part from Weston.S. 1990. low financing costs..1904 Major Characteristics of M&A Activity • • • • • • • • • • • • • • • • • M&A Activity in Canada Driven by economic expansion. S.30 . and Hoag. and the development of national U. strong economic conditions 1922 . Mergers. J. mining) Driven by growth in transportation and merchandising.. F.g. transcontinental railroad.. Seagram and Martell) Strategic motives were advanced (although the jury is still out on whether this was truly achieved) High technology/Internet M&As Many stock-financed takeovers.Table 15 . Inc.1929 1940 . S.2001 2005 .. U.1947 1960s 1980s 1990s 1999 . Restructuring. Chrysler and Daimler-Benz. and Corporate Control.1 M&A Activity in Canada Period 1895 .S. as well as by communications developments Characterized by vertical integration Driven by evasion of price and quota controls Characterized by conglomerate M&As Driven by aerospace industry Some firms merged to play the earnings per share "growth game" (discussed in the section The Effect of an Acquisition on Earnings per Share) Characterized by leveraged buyouts and hostile takeovers Many international M&As (e.. fuelled by inflated stock prices Many were unsuccessful and/or fell through as the Internet "bubble" burst Resource-based/international M&A activity Fuelled by strong industry fundamentals. capital markets Characterized by horizontal M&As 60 percent occurred in fragmented markets (chemical. CHAPTER 15 – Mergers and Acquisitions 15 . food processing. Chung.

the amount by which the value of the combined firm exceeds the sum value of the two individual firms.31 . Synergy value is created from economies of integrating a target and acquiring a company.Motivations for Mergers and Acquisitions Creation of Synergy Motive for M&As The primary motive should be the creation of synergy. CHAPTER 15 – Mergers and Acquisitions 15 .

Creation of Synergy Motive for M&As Synergy is the additional value created (∆V) : [ 15-1] V  VAT -(VA  VT ) Where: VT = the pre-merger value of the target firm VA .T = value of the post merger firm VA = value of the pre-merger acquiring firm CHAPTER 15 – Mergers and Acquisitions 15 .32 .

Economies of Scope • • 3.33 • 2. CHAPTER 15 – Mergers and Acquisitions 15 . Complementary Strengths . Economies of Scale • • Reducing capacity (consolidation in the number of firms in the industry) Spreading fixed costs (increase size of firm so fixed costs per unit are decreased) Geographic synergies (consolidation in regional disparate operations to operate on a national or international basis) Combination of two activities reduces costs Combining the different relative strengths of the two firms creates a firm with both strengths that are complementary to one another.Value Creation Motivations for M&As Operating Synergies Operating Synergies 1.

– The combined firm can make use of unused production/sales/marketing channel capacity Financing Synergy – – – – Reduced cash flow variability Increase in debt capacity Reduction in average issuing costs Fewer information problems CHAPTER 15 – Mergers and Acquisitions 15 .Value Creation Motivations for M&A Efficiency Increases and Financing Synergies Efficiency Increases – New management team will be more efficient and add more value than what the target now has.34 .

CHAPTER 15 – Mergers and Acquisitions 15 . Strategic Realignments – Permits new strategies that were not feasible for prior to the acquisition because of the acquisition of new management skills.Value Creation Motivations for M&A Tax Benefits and Strategic Realignments Tax Benefits – Make better use of tax deductions and credits • • • • Use them before they lapse or expire (loss carry-back. carryforward provisions) Use of deduction in a higher tax bracket to obtain a large tax shield Use of deductions to offset taxable income (non-operating capital losses offsetting taxable capital gains that the target firm was unable to use) New firm will have operating income to make full use of available CCA.35 . connections to markets or people. and new products/services.

Increased firm size – – • Managers are often more highly rewarded financially for building a bigger business (compensation tied to assets under administration for example) Many associate power and prestige with the size of the firm. but do address common needs of managers 1. The two most common.Managerial Motivations for M&As Managers may have their own motivations to pursue M&As. Managers have an undiversified stake in the business (unlike shareholders who hold a diversified portfolio of investments and don‟t need the firm to be diversified) and so they tend to dislike risk (volatility of sales and profits) M&As can be used to diversify the company and reduce volatility (risk) that might concern managers. Reduced firm risk through diversification • 15 . CHAPTER 15 – Mergers and Acquisitions 2.36 . are not necessarily in the best interest of the firm or shareholders.

61% lost value over the following year The biggest losers were deals financed through shares which lost an average 8%. 302 deals worth US$500. – – CHAPTER 15 – Mergers and Acquisitions 15 .Empirical Evidence of Gains through M&As • Target shareholders gain the most – Through premiums paid to them to acquire their shares • • 15 – 20% for stock-finance acquisitions 25 – 30% for cash-financed acquisitions (triggering capital gains taxes for these shareholders) – Gains may be greater for shareholders will to wait for „arbs‟ to negotiate higher offers or bidding wars develop between multiple acquirers.37 . • Between 1995 and 2001.

the acquirer bears all the risk When using share swaps.38 . CHAPTER 15 – Mergers and Acquisitions 15 . the risk is borne by the shareholders in both companies • SVAR supports the argument that firms making cash deals are much more careful about the acquisition price.Empirical Evidence of Gains through M&As Shareholder Value at Risk (SVAR) • Shareholder Value at Risk (SVAR) – Is the potential in an M&A that synergies will not be realized or that the premium paid will be greater than the synergies that are realized. • • When using cash.

Valuation Issues in Corporate Takeovers Mergers and Acquisitions .

informed and prudent parties 3. Neither party under any compulsion to transact. Arm’s length 4. with neither party being under any compulsion to transact. Key phrases in this definition: 1.Valuation Issues What is Fair Market Value? Fair market value (FMV) is the highest price obtainable in an open and unrestricted market between knowledgeable. CHAPTER 15 – Mergers and Acquisitions 15 . Open and unrestricted market (where supply and demand can freely operate – see Figure 15 -2 on the following slide) 2. informed and prudent parties acting at arm’s length.40 . Knowledgeable.

Valuation Issues Valuation Framework 15-2 FIGURE Demand Supply P S1 B1 P* Q CHAPTER 15 – Mergers and Acquisitions 15 .41 .

Valuation Issues Types of Acquirers Determining fair market value depends on the perspective of the acquirer. 4. CHAPTER 15 – Mergers and Acquisitions 15 . 3. Types of acquirers and the impact of their perspective on value include: 1. MBOs and LBOs Market pricing will reflect these different buyers and their importance at different stages of the business cycle. 2. Passive investors – use estimated cash flows currently present Strategic investors – use estimated synergies and changes that are forecast to arise through integration of operations with their own Financials – valued on the basis of reorganized and refinanced operations Managers – value the firm based on their own job potential and ability to motivate staff and reorganize the firm‟s operations. Some acquirers are more likely to be able to realize synergies than others and those with the greatest ability to generate synergies are the ones who can justify higher prices.42 .

Market Pricing Approaches Reactive Pricing Approaches Models reacting to general rules of thumb and the relative pricing compared to other securities 1. Discounted cash flow (DCF) models CHAPTER 15 – Mergers and Acquisitions 15 . Liquidation or breakup values Proactive Models A valuation method to determine what a target firm‟s value should be based on future values of cash flow and earnings 1.43 . Multiples or relative valuation 2.

Find appropriate comparators – Individual firm that is highly comparable to the target – Industry average if appropriate 2.Reactive Approaches Valuation Using Multiples 1.44 . etc. Adjust/normalize the data (income statement and balance sheet) for differences between target and comparator including: – Accounting differences • LIFO versus FIFO • Accelerated versus straight-line depreciation • Age of depreciable assets • Pension liabilities. Calculate a variety of ratios for both the target and the comparator including: – – – – Price-earnings ratio (trailing) Value/EBITDA Price/Book Value Return on Equity 4. Obtain a range of justifiable values based on the ratios CHAPTER 15 – Mergers and Acquisitions 15 . – Different capital structures 3.

This approach values the firm based on existing assets and is not forward looking. Estimate the liquidation value of current assets 2. Estimate the present value of tangible assets 3. Subtract the value of the firm‟s liability from estimated liquidation value of all the firm‟s assets = liquidation value of the firm.Reactive Approaches Liquidation Valuation 1.45 . CHAPTER 15 – Mergers and Acquisitions 15 .

including interest payments have been paid. DCF valuation takes the following steps: 1. Forecast free cash flows 2.46 .The Proactive Approach Discounted Cash Flow Valuation • • • The key to using the DCF approach to price a target firm is to obtain good forecasts of free cash flow Free cash flows to equity holders represents cash flows left over after all obligations. Obtain a relevant discount rate 3. Discount the forecast cash flows and sum to estimate the value of the target (See Equation 15 – 2 on the following slide) CHAPTER 15 – Mergers and Acquisitions 15 .

Discounted Cash Flow Analysis Free Cash Flow to Equity [ 15-2] Free cash flow to equity  net income  /  non  cash items (amortization.)  /  changes in net working capital (not including cash and marketable securities )  net capital expenditur es CHAPTER 15 – Mergers and Acquisitions 15 .47 . deferred taxes. etc.

Discounted Cash Flow Analysis
The General DCF Model

• Equation 15 – 3 is the generalized version of the DCF model showing how forecast free cash flows are discounted to the present and then summed.

[ 15-3]

 CF CFt CF1 CF2 V0    ...  (1  k )1 (1  k ) 2 (1  k ) t 1 (1  k )t

CHAPTER 15 – Mergers and Acquisitions

15 - 48

Discounted Cash Flow Analysis
The Constant Growth DCF Model

• Equation 15 – 4 is the DCF model for a target firm where the free cash flows are expected to grow at a constant rate for the foreseeable future.

[ 15-4]

V0 

CF1 kg

• Many target firms are high growth firms and so a multi-stage model may be more appropriate.
(See Figure 15 -3 on the following slide for the DCF Valuation Framework.)
CHAPTER 15 – Mergers and Acquisitions 15 - 49

Valuation Issues
Valuation Framework
15-3 FIGURE

Time Period

Free Cash Flows

Ct VT V0    t T (1  k ) t 1 (1  k )
Discount Rate

T

Terminal Value

CHAPTER 15 – Mergers and Acquisitions

15 - 50

Discounted Cash Flow Analysis The Multiple Stage DCF Model • The multi-stage DCF model can be amended to include numerous stages of growth in the forecast period. • This is exhibited in equation 15 – 5: [ 15-5] CFt VT V0    t (1  k )T t 1 (1  k ) T CHAPTER 15 – Mergers and Acquisitions 15 .51 .

Valuation Issues The Acquisition Decision and Risks that Must be Managed Once the value to the acquirer has been determined. As the acquirer enters the buying/tender process. entering a friendly takeover and through due diligence. the forecast synergies might not be realized The acquirer can attempt to mitigate some of these risk through advance tax rulings from CRA. the acquisition will only make sense if the target firm can be acquired at a price that is less.52 . CHAPTER 15 – Mergers and Acquisitions 15 . the outcome is not certain: • • • Competing bidders may appear Arbs may buy up outstanding stock and force price concessions and lengthen the acquisition process (increasing the costs of acquisitions) In the end.

Valuation Issues The Effect of an Acquisition on Earnings per Share An acquiring firm can increase its EPS if it acquires a firm that has a P/E ratio lower than its own. CHAPTER 15 – Mergers and Acquisitions 15 .53 .

Accounting Implications of Takeovers Mergers and Acquisitions .

Purchase method and 2. Pooling-of-interest method (no longer allowed) While more popular in other countries. the pooling of interest is no longer allowed by: • • • CICA in Canada Financial Accounting Standards Board (FASB) in the U.Accounting for Acquisitions Historically firms could use one of two approaches to account for business combinations 1.55 .S. and Internal Accounting Standards Board (IASB) CHAPTER 15 – Mergers and Acquisitions 15 .

the excess amount is goodwill and reported as an intangible asset on the left hand side of the balance sheet. the value will be written down and charged against earnings per share. Goodwill is no longer amortized but must be annually assessed to determine if has been permanently „impaired‟ in which case. If the FMV > the target firm‟s equity.Accounting for Acquisitions The Purchase Method One firm assumes all assets and liabilities and operating results going forward of the target firm. CHAPTER 15 – Mergers and Acquisitions 15 .56 • . How is this done? • • All assets and liabilities are expressed at their fair market value (FMV) as of the acquisition date.

300 900 2.000 2.000 800 200 400 600 2. Current assets Long-term assets Goodwill Total Assets Current liabilities Long-term debt Common stock Retained earnings Total Claims Acquisitor PreMerger 10.000 4.57 .000 Target Firm (Fair Market Value) 1.000 16.Example of the Purchase Method Accounting for Acquisitions Acquisitor purchases Target firm for $1.000 Target Firm (Book Value) 1.250 2.000 16.250 in cash on June 30.300 CHAPTER 15 – Mergers and Acquisitions 15 .000 2.000 8.200 800 2.200 800 250 1. 2006.000 6.

050) = $100 Merger Current assets Long-term assets Goodwill Total Assets Current liabilities Long-term debt Common stock Retained earnings Total Claims Acquisitor Pre10.000 8.000 800 200 400 600 2.000 16.200 .000 2.300 8.000 16.300 11.300 800 250 1.000 18.900 100 2. 2.000 2.000 CHAPTER 15 – Mergers and Acquisitions 15 .000 6.250 3.250 2.300 900 6.58 .250 – (MV of target assets – MV of target Liabilities) = $1.$1.200 18.000 Target Firm (Book Value) Book 1.200 Values 800 Target Firm (Fair Market Acquisitor Post Value) Merger 1.000 4.800 2.250 4.300 are not relevant.250 – ($2.Example of the Purchase Method Accounting for Acquisitions Acquisitor Value pre merger + Target Firm (FMV) = Acquisitor Post Merger Goodwill = Price paid – MV of Target firm Equity = $1.

CHAPTER 15 – Mergers and Acquisitions 15 . • This will require FMV estimating using discounted cash flow approaches annually following the acquisition and capitalization of good will on the balance sheet.59 . • Good will is changed only if it is „impaired‟ in subsequent years resulting in a write down and a charge against earnings.Good Will in Subsequent Years The Purchase Method • Good will is subject to an impairment test each year.

CHAPTER 15 – Mergers and Acquisitions 15 .60 .Summary and Conclusions In this chapter you have learned: – The various forms of business combinations – The common motives that exist for takeovers as well as the desirable characteristics of potential takeover “targets” – How to evaluate a potential takeover candidate using the multiples approach and using discounted cash flow analysis – How acquisitions should be accounted for in the financial statements including the impact that acquisitions can have on EPS.

Concept Review Questions Mergers and Acquisitions .

62 .Concept Review Question 1 Acquisition versus Merger What is the difference between an acquisition and a merger? CHAPTER 15 – Mergers and Acquisitions 15 .

Ltd. John Wiley & Sons Canada. Reproduction or translation of this work beyond that permitted by Access Copyright (the Canadian copyright licensing agency) is unlawful. Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale.Copyright Copyright © 2007 John Wiley & Sons Canada. CHAPTER 15 – Mergers and Acquisitions 15 . All rights reserved. Requests for further information should be addressed to the Permissions Department. The author and the publisher assume no responsibility for errors. omissions. or damages caused by the use of these files or programs or from the use of the information contained herein.63 .

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