Making Mergers Profitable
by Donald Spitzer, KPMG
 
Although mergers too often prove to be economic disappointments, the odds for achieving added shareholder value have gone up dramatically in the last few years. A 1999 study of deals from 1996 to 1998 showed that only 17% of large mergers had added shareholder value. A more recent study, covering 1997-1999 deals, shows that almost a third of them (i.e., 35% of the US deals, 24% of the European ones) had added value for the shareholders. During the same time frame, the percentage of
 
deals decreasing shareholder value dropped from 53% to 31%. In 2000, some 30,000 global mergers or acquisitions, worth $3 trillion, took place. Experience with previous mergers in itself does not increase the likelihood of a successful deal, but focusing on adding value as an explicit goal does increase the odds of success. Take a lesson from the winners. The deals that increase shareholder value...

     

Takeovers and Leveraged Buyout
by Gregg A Jarrell, professor of economics and finance at the University of Rochester's Simon School of Management

Corporate takeovers became a prominent feature of the American business landscape during the seventies and eighties. A hostile takeover usually involves a public tender offer—a public offer of a specific price, usually at a substantial premium

 
over the prevailing market price, good for aspecific price, usually at a substantial premium over the prevailing market price, good for a limited period, for a substantial percentage of the target firm's stock...

U.S. Leveraged Buyout Market From 1980-2002

The leveraged buyout market rose to prominence in the late 1980s when private equity firms such as Kohlberg Kravis & Roberts ("KKR") and Fortsmann Little were consistently making headlines with large buyouts including the largest leveraged buyout ever, KKR's $25 billion buyout of RJR Nabisco in 1988. The success of these financial sponsors (i.e., private equity firms) and others in completing transactions and earning favorable returns attracted many other parties to the industry. There are currently hundreds of financial sponsors focused on buying companies of all sizes across many industries.

With an estimated $120 billion in uninvested capital, hundreds of financial sponsors, and a difficult M&A environment, private equity firms currently face a challenging environment.
 
 
 
Featured Articles
Management Remains Key to Buyout Success, Study Reveal
Making Mergers Profitable
Reverse Takeovers: A shell game
The 1980s Takeover Boom and Government Regulation
Debt, Leveraged Buyouts, and Corporate Governance
Takeovers and Leveraged Buyout
Merging Successfully- The importance of understanding Organisational Culture in M&A
Making Mergers a Growth Strategy
Teaching US Mergers and Acquistions Law at Remin University
 

 

Advertise
on this spot

 


Media Management Corporation Ltd. London, New York, Sydney
UK Tel: 00 44 (0) 20 7193 7020 / US Tel:: 001 201 984 5228/ Australia 0061 (0)2 8005 1937

 

Advertise
on this spot

 


 home  |  subscribe  |  news |  media  |  advertise   |  article submission   |  archives   |  events