1 / 0

5. P 0 =66.25; D 1 = 5.30 g =4% R e =? R e = 12%

5. P 0 =66.25; D 1 = 5.30 g =4% R e =? R e = 12%. 9. W e =.55; W d =.45;P 0 =43; D 1 = 1.30; g=3% R e =?; C r = 7%; YTM=6.8%; T=34% ; . 11. WACC=? EBIT=2mln; T=34%; R e = 14; D=4mln; R d =9% Vl =10,788571.43. 12. EBIT=300,000; 100000sh*18; D=600,000; Intr =8%; ROE=?.

salali
Download Presentation

5. P 0 =66.25; D 1 = 5.30 g =4% R e =? R e = 12%

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 5. P0=66.25; D1 = 5.30 g =4% Re =? Re= 12%
  2. 9. We=.55; Wd=.45;P0=43; D1 = 1.30; g=3% Re =?; Cr= 7%; YTM=6.8%; T=34%;
  3. 11. WACC=? EBIT=2mln; T=34%; Re = 14; D=4mln; Rd =9% Vl=10,788571.43
  4. 12. EBIT=300,000; 100000sh*18; D=600,000; Intr=8%; ROE=?
  5. Problem 13, 14, 16 (yellow) 13. EBIT=400; D=600; VU =100 T=34%; VL =? VL = VU + DTC =1000+600*.34=1204 14. T=35% Re =14% D=1000 EBIT= 300.00 VU = 300*.65/.14 =1,392.85 16. D=500;V=1100; T=34%; RD=7% Re =14% WACC= (6/11).1785+ (5/11)(.07)(.66)=.1184 Re=.1785
  6. 17, 18, 19, 20 17. EBIT=46,000; Re =15%; T=34%; Vu =? If D=75,000 -- Vu = 202,400 VL = VU + DTC=202,400+25,500=227,900 18. D/E=.4; WACC=16%; YTM=13%; Re=? D/E=.4 ; We =.7143 Wd =.2857 .16=.7143*Re+. 2857*.13 Re=.1720 19. P=12; 10% stock div. P=12/1.1=10.90 20. D/E=1/2; New Fin=2700 New Eq=1800 NI=1700; no res div can be paid..
  7. Chapter 23 mergers and acquisitions http://www.potashcorp.com/news/1040/ /
  8. Definition The phrase mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and combining of different companies that can aid, finance, or help a growing company in a given industry grow rapidly without having to create another business entity.
  9. Business valuation The five most common ways to valuate a business are asset valuation, historical earnings valuation, future maintainable earnings valuation, relative valuation (comparable company & comparable transactions), discounted cash flow (DCF) valuation
  10. Chapter Outline The Legal Forms of Acquisitions Accounting for Acquisitions Gains from Acquisition The Cost of an Acquisition Defensive Tactics Some Evidence on Acquisitions Divestitures and Restructurings
  11. Legal Forms of Acquisitions Merger or consolidation Acquisition of stock Acquisition of assets
  12. Merger versus Consolidation Merger One firm is acquired by another Acquiring firm retains name and acquired firm ceases to exist Consolidation Entirely new firm is created from combination of existing firms
  13. Stock Acquisition (1) A firm can be acquired by purchasing voting shares of the firm’s stock Tender offer – public offer to buy shares Circular bid – takeover bid communicated to shareholders by direct mail Stock exchange bid – takeover bid communicated to shareholders through a stock exchange
  14. Stock Acquisition (2) No stockholder vote required Can deal directly with stockholders, even if management is unfriendly May be delayed if some target shareholders hold out for more money – complete absorption requires a merger
  15. Acquisition Classifications Horizontal – both firms are in the same industry Vertical – firms are different stages of the production process Conglomerate – firms are unrelated
  16. Takeovers Control of a firm transfers from one group to another Possible forms Acquisition Proxy contest Going private (LBO vs. MBO)
  17. Alternatives to Merger Strategic alliance = agreement between firms to cooperate in pursuit of a joint goal Joint venture = an agreement between firms to create a separate, co-owned entity established to pursue a joint goal
  18. Accounting for Acquisitions The Purchase Method Assets of acquired firm are written up to fair market value Goodwill is created – difference between purchase price and estimated fair market value of net assets
  19. Gains from Acquisition Synergy Revenue enhancement Cost reductions Tax gains
  20. Synergy The whole is worth more than the sum of the parts Synergies should create enough benefit to justify the cost
  21. Revenue Enhancement Marketing gains Advertising Distribution network Product mix Strategic benefits Market power
  22. Cost Reductions Economies of scale Ability to produce larger quantities while reducing the average per unit cost Economies of vertical integration Coordinate operations more effectively Reduced search cost for suppliers or customers Complimentary resources
  23. Taxes Tax losses Unused debt capacity Surplus funds Asset write-ups
  24. Reducing Capital Needs Firms may be able to manage existing assets more effectively under one umbrella Some assets may be sold if they are not needed in a combined firm
  25. Diversification Diversification, in and of itself, is not a good reason for a merger Stockholders can diversify their own portfolio cheaper than a firm can diversify by acquisition
  26. EPS Growth Mergers may create the appearance of growth in earnings per share If there are no synergies or other benefits to the merger, then the growth in EPS is just an artifact of a larger firm and is not true growth In this case, the P/E ratio should fall because the combined market value should not change
  27. The Cost of Acquisition: Cash Acquisition The NPV of a cash acquisition is NPV = VB* – cash cost Value of the combined firm is VAB = VA + (VB* - cash cost)
  28. The Cost of Acquisition: Stock Acquisition Value of combined firm VAB = VA + VB + V Cost of acquisition Depends on the number of shares given to the target stockholders Depends on the price of the combined firm’s stock after the merger
  29. Shares vs. Common Stock Sharing rights Taxes Control
  30. Defensive Tactics(1) Corporate charter Establishes conditions that allow for a takeover Supermajority voting requirement Targeted repurchase (Greenmail) Standstill agreements Exclusionary offers Poison pills Share rights plans
  31. Defensive Tactics (2) Leveraged buyouts (LBO) Other defensive tactics Golden parachutes Crown jewels White knight
  32. Evidence on Acquisitions Shareholders of target companies tend to earn excess returns in a merger Shareholders of target companies gain more in a tender offer than in a straight merger Target firm managers have a tendency to oppose mergers, thus driving up the tender price
  33. More Evidence Shareholders of bidding firms do not earn much excess return in either a tender offer or a straight merger Anticipated gains from mergers may not be achieved Bidding firms are generally larger, so it takes a larger dollar gain to get the same percentage gain Management may not be acting in stockholders best interest Takeover market may be competitive Announcement may not contain new information about the bidding firm
  34. Divestitures and Restructurings Divestiture = sale of assets, operations, or divisions to a third party Equity carve-out Spin-off Split-up
More Related