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Bachelor Thesis from the year 2017 in the subject Business economics - Investment and Finance, grade: 1, , language: English, abstract: Mergers and acquisitions are one of the most used opportunities to combine businesses and achieve growth inorganically, despite a high failure rate. The main motive during transactions is the realization of synergies. To achieve those synergies, the mechanisms of those effects need to be evoked by certain success factors during the post-merger integration. A post-merger integration that is executed incorrectly is one of the main reasons why transactions go fail and synergies are not achieved. This thesis will examine synergies and success factors for the post-merger integration of mergers and acquisitions in the technology, media and telecommunication industry, focusing on the acquisition of Time Warner Inc. by AT&T Inc. The technology, media and telecommunication industry is currently flourishing, which is evidenced by an increasing number of transactions. Nevertheless, wireless and mobile giants like AT&T are under huge pressure in their traditional barriers of business and therefore depend on a new strategy to diversify outside their traditional barriers of business. For this purpose, AT&T aims at generating further growth in the video and entertainment market through the acquisition of Time Warner. AT&T would not only increase their growth but they would also build up a second foothold since their traditional business is stagnating. AT&T will become the leader in converging technology, media and telecommunication.
Bachelor Thesis from the year 2019 in the subject Review of Business Studies, grade: 1.0, Otto Beisheim School of Management Vallendar, language: English, abstract: In times of globalization and new emerging markets, companies face escalated pressure to continually adapt to changing environments and to develop appropriate strategy adjustments to stay competitive. To improve performance by expansion, companies engage in mergers and acquisitions (M&A). Volumes (number of deals) and values (price of deals) of M&A have quintupled to a value of almost 4 trillion U.S. dollars (2018) in the last 30 years. This development reflects the growing strategic relevance of those transactions for managers. Even though M&A are among the most powerful tools for managers to create shareholder value and can substantially upgrade a company's performance, they are also one of the most failure-intensive activities due to global economic uncertainty, the possibility of cultural clashes and managerial self-interest. Consequently, it is essential for shareholders as well as for managers to understand the critical drivers for a successful M&A deal. In existing research, there is sufficient evidence that M&A benefit the target firms economically whereas the performance impact for acquirers is ambiguous. Moreover, most studies examine M&A activities in the United States or the United Kingdom while Germany is widely neglected despite its global economic relevance. This study aims to fill this research gap. No previous study explores the effect of DAX 30 M&A activities; nor does any study assess the same combination of influencing factors for a deal's success. Resultingly, this paper contributes to the existing literature by identifying drivers for acquirers' short-term M&A success. Focusing on German companies, it clarifies which factors shareholders use to evaluate M&A transactions. Thereby, it helps managers to determine which deals are more promising than others.
Inhaltsangabe:Summary: M&A transactions and corporate change are frequent occurrences in the globalized economies of today (c.f. section External growth and communication as global trends , page 1). On a global scale, led by the U.S., the European Union and Germany, M&A transactions have clearly become a global mega trend. Despite their growing popularity, M&A transactions often fail to produce the desired outcomes (c.f. section M&A Failure and Corporate Communications , page 5). This is partly due to poor M&A communication. The study at hand has several aims: To discuss the significance of M&A communication for the overall success of a transaction To establish the general determinants for the quality of M&A communication The key success factors To examine the individual determinants The factors determining the quantitative and qualitative deployment of M&A communication and its adjustment to the varying preconditions of different transactions Secondary as well as primary data led to the conclusion that M&A communication is of high significance to the success of an M&A transaction and can impact its results. Even if M&A communication can never be the single most important factor, determining merger success or failure, corporations acknowledging the significance of best-practice M&A communication have a higher M&A success probability and avoid opportunity costs. As described in more detail in section The significance of M&A communication for the overall success of a transaction , page 51, M&A communication derives its significance from the functions it fulfills. In the course of the interviews, those functions could be identified as reputation function, manipulation function, information function, acceptance function, action function, security function, and motivation function. In the context of post-merger integration communication, especially the possibility to decrease employees level of change resistance, uncertainty, frustration and demotivation is of particular value to transaction success. Even if communication per-se is a qualitative, not a quantitative factor, the study at hand concludes that there are ways to assess and evaluate communication success. If communication is ranked against what communication can possibly accomplish, communication success can be defined and measured (c.f. section The assessment of M&A communication success , page 57). As communication is significant to M&A transaction success and as [...]
Bachelor Thesis from the year 2021 in the subject Business economics - Review of Business Studies, grade: 1,0, LMU Munich (Institute for Capital Markets and Corporate Finance), course: Bachelor Thesis, language: English, abstract: This bachelor thesis sets out to investigate whether the observed past and present effects of M&A deal announcements on target and acquirer cumulative abnormal returns (CARs) to shareholders, also occur on an industry-specific level in the U.S. Technology, Media & Telecommunications (TMT) industry, and over time by reviewing three distinct time frames between 2000 and the end of 2019. This thesis emphasizes “mega-deals”, which are M&A transactions with values greater than or equal to USD 500m. The recentness of the data and the emphasis on deal-value and industry-specific M&A deals make these findings unique. The event study method is applied to examine the concrete effects that an event, an M&A deal announcement, exerts on acquiring and target firm stock returns. Hereby, the difference between the actual stock returns–which occur due to the event–and the expected stock returns is analyzed and subsequently tested for significance. The main and null hypothesis of this thesis is that M&A deal announcements have no effect on the average of the stock returns of acquiring and target firms. A frequently studied area and old research question of corporate finance, ever since its initial inception in the 1960s, is the effect of mergers and acquisitions (M&As) on the wealth of shareholders of the acquiring and target companies. As recently as the early 2010s, a near-universal consensus amongst research and business press has existed, that M&As tend to generate little to no shareholder value for acquiring firms, while target shareholders incur significant returns. These findings draw on the theory of market efficiency and rational expectations to assume that such changes to the stock prices, abnormal returns (ARs), reflect the discounted value of expected future profits, i.e. cash-flows and rapidly price-in new publicly disclosed information, such as a merger announcement. Since 2012, however, a novel strand of research has emerged which has observed these previously low ARs for acquiring shareholders becoming on average significantly positive for the first time in history on a global scale following the Great Financial Crisis (GFC). This is attributable to an ensuing overall improvement to corporate governance frameworks and M&A dealmaking. Markedly, this trend was later found to start reversing back to previous pre-GFC levels.
Drug overdose, driven largely by overdose related to the use of opioids, is now the leading cause of unintentional injury death in the United States. The ongoing opioid crisis lies at the intersection of two public health challenges: reducing the burden of suffering from pain and containing the rising toll of the harms that can arise from the use of opioid medications. Chronic pain and opioid use disorder both represent complex human conditions affecting millions of Americans and causing untold disability and loss of function. In the context of the growing opioid problem, the U.S. Food and Drug Administration (FDA) launched an Opioids Action Plan in early 2016. As part of this plan, the FDA asked the National Academies of Sciences, Engineering, and Medicine to convene a committee to update the state of the science on pain research, care, and education and to identify actions the FDA and others can take to respond to the opioid epidemic, with a particular focus on informing FDA's development of a formal method for incorporating individual and societal considerations into its risk-benefit framework for opioid approval and monitoring.
How can acquisitions help improve a firm's competitive position and lead to value creation? * Why do many acquisitions fail to live up to expectations? * Why do many managers think that integration means "make the other firms like us," rather than build on the complementary elements that were the original justification for the acquisition? * How can a management team improve its success with acquisitions? * How and what can firms learn from their acquisition experience? These persistent questions are addressed in this important book by Philippe Haspeslagh and David Jemison. Though much has been written about hostile takeovers, megamergers, and corporate restructuring, little attention has been paid to strategic acquisitions that firms throughout the world are using to accelerate the renewal of their business. After eight years of research in 20 companies in the United States, Europe, and Japan, Haspeslagh and Jemison offer a welcome antidote to an overly financial view of acquisitions. Real value, they show, is created only after the agreement is signed -- through managerial actions, not financial engineering. Against their innovative theory of how acquisitions create value, the authors examine the reality of acquisition decision making in most firms. Ironically, they point out, less effective acquisition decision making does not stem from a lack of analysis, but from problems in the acquisition process itself. The importance of their message manage the acquisition process -- becomes more vivid when Haspeslagh and Jemison address integration, identifying common problems and challenges. In addition, they offer a powerful framework for managers to think through their integration approach.
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
The authors' research indicates that while considerable convergence is taking place on many dimensions of management practice, distinct national management styles still exist among acquiring companies.
With acquisition activity running into the trillions of dollars, it continues to be a favorite for corporate growth strategy, but creating shareholder value remains the most elusive outcome of these corporate strategies—after decades of research and billions of dollars paid in advisory fees, why do these major decisions continue to destroy value? Building on his groundbreaking research first cited in Business Week, Mark L. Sirower explains how companies often pay too much—and predictably never realize the promises of increased performance and competitiveness—in their quest to acquire other companies. Armed with extensive evidence, Sirower destroys the popular notion that the acquisition premium represents potential value. He provides the first formal and functional definition for synergy -- the specific increases in performance beyond those already expected for companies to achieve independently. Sirower's refreshing nuts-and-bolts analysis of the fundamentals behind acquisition performance cuts sharply through the existing folklore surrounding failed acquisitions, such as lack of "strategic fit" or corporate culture problems, and gives managers the tools to avoid predictable losses in acquisition decisions. Using several detailed examples of recent major acquisitions and through his masterful integration and extension of techniques from finance and business strategy, Sirower reveals: -The unique business gamble that acquisitions represent -The managerial challenges already embedded in current stock prices -The competitive conditions that must be met and the organizational cornerstones that must be in place for any possibility of synergy -The precise Required Performance Improvements (RPIs) implicitly embedded in acquisition premiums and the reasons why these RPIs normally dwarf realistic performance gains -The seductiveness and danger of sophisticated valuation models so often used by advisers The Synergy Trap is the first exposé of its kind to prove that the tendency of managers to succumb to the "up the ante" philosophy in acquisitions often leads to disastrous ends for their shareholders. Sirower shows that companies must meticulously plan—and account for huge uncertainties—before deciding to enter the acquisition game. To date, Sirower's work is the most comprehensive and rigorous, yet practical, analysis of the drivers of acquisition performance. This definitive book will become required reading for managers, corporate directors, consultants, investors, bankers, and academics involved in the mergers and acquisitions arena.