Book (Donald M. DePamphilis - Mergers, Acquisitions, and Other Restructuring Activities
Case 13-2:
Book (Donald M. DePamphilis - Mergers, Acquisitions, and Other Restructuring Activities
Case 13-2:
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I have a essay written up already, the problem is that I submitted it and received a 62% return from turnitin, which is totally unacceptable. It must be below 20%. Is it possible for you to look over it, make any corrections or suggestions to re-submit it. The majority of the repetitiveness was from my intro paragraph and the definitions I used in the essay. Sent at 04:42 AM The essay is attach. I will need this by this evening if that's possible. thanks
Identify the type of corporate restricting that fits with common theories of what are assumed to be causes of mergers and acquisitions.
Corporate reconstructing is more often defined as re-designing organizationâs practice and structure; so to remain competitive and sustainable in the market (s). There may be several reasons for corporate restructuring. These includes, but not limited to, re-positioning in the market, discovery of a new market or becoming more profitable and/or economical. The corporate restructuring is generally classified into or two different categories: operational reconstructing and financial reconstructing. This entails changes in the alignment of firmâs asset structure by acquiring new business outright, by partial sale, by a spin-off of companies or via product lines. This can also include downsizing through closure of non-profitable units. Financial reconstructing deals with the changes in the capital structure of the firm. Share repurchase or adding debt in capital structure; just to name. Financial limiting hardly deals with mergers and acquisitions, hence we will discuss the cause of mergers and acquisitioning and how it is related to that the operational restructuring only.
Omit the chart in the question!
There are several types of Restructuring are given below:
A merger is a combination of two or more firms who combine all operations, officers, structure and other functions of business to form a new entity. Desired effect being not just the accumulation of assets and liabilities of the distinct entities, but also to achieve several other benefits such as: economics of scale, acquisition of new technologies and having access to new markets. Additionally, the merger allows for one company giving shareholders in the other stock in exchange for surrounding the stock of the first company. And it allow for the entities to retain its original identity.
Mergers can be classified into the following categories:
Horizontal Mergers
Two merged units were doing the same business i.e. TMobile and Sprint they were competitors with one another in the market. The basic motive in this type of merger is to consolidate in the market so as to gain advantage in negotiating with customers as well as having better position with respect to other competitors.
Vertical Mergers
This type of mergers is conducted between customer and suppliers of a value chain process and main motive in this type of merger is gain maximum efficiency in supply chain and minimization of transaction cost.
Congener Mergers
In this type of mergers, the two firms will be sharing similar kind of industry structure at least in one form of their operation and therefore try to combine operation in that one form and get efficiency benefit in supply chain and other operations.
Conglomerate
A conglomerate merger is a merger between two firms having unrelated business. The motive behind a conglomerate is a.) Better utilization of financial resources b.) Increase in debt capacity, c.) Increase in the share price by increased EPS with decreased cost capital d) Cross selling and e.) Synergy
Cash-out merger
In this type of merger the share of one unit involved in merger donât want to retain their share in the merged unit and therefore are compensated with cash in place of the share.
Acquisitions or take-over has said to have happened when the acquirer company buys out majority of the shares of the acquired company and the ownership of the assets and liabilities of the acquired company get transferred to the acquirer company. The process of acquisition or take-over may be conducted in both friendly and hostile manner depending upon the specific strategy of the acquirer.
Friendly takeover
In a friendly takeover, the targetâs board and management recommend shareholdersâ approval. To gain control, the acquiring company usually will offer a premium to the current stock price. The excess of the price over the targetâs premerger share price is called a purchase premium and can vary widely by country, which reflects the perceived value of obtaining a controlling interest in the target, the value of expected synergies resulting from combining the two entities and any overpayment of the target firm. Acquirers often prefer friendly takeovers because the post-merger integrations process in usually more expeditious when both parties are cooperating fully and customer, employee attrition is less.
Hostile takeover
A Hostile takeover occurs when the offer is unsolicited, the approach was contested by the targetâs management and control changed hands. The acquirer prefers hostile mode rove the friendly mode only when it becomes possible to acquire the shares in a friendly mode. The acquirer may attempt to circumvent management by offering to buy shares directly from the targets from the targetâs shareholders and buy shares in a public stock exchange. A hostile takeover can be accomplished through either a tender offer or a proxy fight.
The Pros to a merge and an acquisition is that both types of transactions include the potential increase in the competitiveness, cost-efficiency and stock value of the new enterprise. And with everything pro there has to be Cons. One disadvantage of these transactions; it could be very expensive. A significant amount of capital typically must be raided before entering negotiations. Another mergers drawback is that there is now a new owner, co-owners, in which they must now collaborate.
In conclusion any entity or entities that have chosen to merge or entering an acquisition should consider prior to move. Identify the goals of acquisition clearly, if the move is a good fit and what conditions must be met for the pursing the merge or the acquisition. An in-depth due diligence must occur; the financial records must be thoroughly examined, is the marketplace a profitable absolute, as well as the senior executives should also be conducted. There could be potential for disaster if all areas are not explored. Negotiation process is should have clear written rules and guidelines before following through with the merger or acquisition. Assembling an acquisition team can be very valuable to the success of the new owners. The team will be able to define the responsibilities of each company; considering all parties are in agreement with the new implementations such as computer systems, new HR policies and so forth. Lastly, be flexible and ready for unexpected surprises and have a supplemental plan in case of potential disasters.
Prepare a report on disclosure issues related to the segment and noncontrolling interest information for HP. I am not allowed to attach a website per this website my last post was flagged but any website containg this infomration is fine!! I am just having an issue talking about and understand their non controlling interests.
I'm not really sutre what infomrtaion is needed
HEWLETT-PACKARD COMPANY AND SUBSIDIARIES
Consolidated Balance Sheets
October 31 | |||||||||
---|---|---|---|---|---|---|---|---|---|
2011 | 2010 | ||||||||
In millions, except par value | |||||||||
ASSETS | |||||||||
Current assets: | |||||||||
Cash and cash equivalents | $ | 8,043 | $ | 10,929 | |||||
Accounts receivable | 18,224 | 18,481 | |||||||
Financing receivables | 3,162 | 2,986 | |||||||
Inventory | 7,490 | 6,466 | |||||||
Other current assets | 14,102 | 15,322 | |||||||
Total current assets | 51,021 | 54,184 | |||||||
Property, plant and equipment | 12,292 | 11,763 | |||||||
Long-term financing receivables and other assets | 10,755 | 12,225 | |||||||
Goodwill | 44,551 | 38,483 | |||||||
Purchased intangible assets | 10,898 | 7,848 | |||||||
Total assets | $ | 129,517 | $ | 124,503 | |||||
LIABILITIES AND STOCKHOLDERS' EQUITY | |||||||||
Current liabilities: | |||||||||
Notes payable and short-term borrowings | $ | 8,083 | $ | 7,046 | |||||
Accounts payable | 14,750 | 14,365 | |||||||
Employee compensation and benefits | 3,999 | 4,256 | |||||||
Taxes on earnings | 1,048 | 802 | |||||||
Deferred revenue | 7,449 | 6,727 | |||||||
Accrued restructuring | 654 | 911 | |||||||
Other accrued liabilities | 14,459 | 15,296 | |||||||
Total current liabilities | 50,442 | 49,403 | |||||||
Long-term debt | 22,551 | 15,258 | |||||||
Other liabilities | 17,520 | 19,061 | |||||||
Commitments and contingencies | |||||||||
Stockholders' equity: | |||||||||
HP stockholders' equity | |||||||||
Preferred stock, $0.01 par value (300 shares authorized; none issued) | â | â | |||||||
Common stock, $0.01 par value (9,600 shares authorized; 1,991 and 2,204 shares issued and outstanding, respectively) | 20 | 22 | |||||||
Additional paid-in capital | 6,837 | 11,569 | |||||||
Retained earnings | 35,266 | 32,695 | |||||||
Accumulated other comprehensive loss | (3,498 | ) | (3,837 | ) | |||||
Total HP stockholders' equity | 38,625 | 40,449 | |||||||
Non-controlling interests | 379 | 332 | |||||||
Total stockholders' equity | 39,004 | 40,781 | |||||||
Total liabilities and stockholders' equity | $ | 129,517 | $ | 124,503 | |||||
The accompanying notes are an integral part of these Consolidated Financial Statements.
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HEWLETT-PACKARD COMPANY AND SUBSIDIARIES
Consolidated Statements of Cash Flows
For the fiscal years ended October 31 | ||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
2011 | 2010 | 2009 | ||||||||||||
In millions | ||||||||||||||
Cash flows from operating activities: | ||||||||||||||
Net earnings | $ | 7,074 | $ | 8,761 | $ | 7,660 | ||||||||
Adjustments to reconcile net earnings to net cash provided by operating activities: | ||||||||||||||
Depreciation and amortization | 4,984 | 4,820 | 4,780 | |||||||||||
Impairment of goodwill and purchased intangible assets | 885 | â | â | |||||||||||
Stock-based compensation expense | 685 | 668 | 635 | |||||||||||
Provision for doubtful accountsâaccounts and financing receivables | 81 | 156 | 345 | |||||||||||
Provision for inventory | 217 | 189 | 221 | |||||||||||
Restructuring charges | 645 | 1,144 | 640 | |||||||||||
Deferred taxes on earnings | 166 | 197 | 379 | |||||||||||
Excess tax benefit from stock-based compensation | (163 | ) | (294 | ) | (162 | ) | ||||||||
Other, net | (46 | ) | 169 | 22 | ||||||||||
Changes in assets and liabilities: | ||||||||||||||
Accounts and financing receivables | (227 | ) | (2,398 | ) | (549 | ) | ||||||||
Inventory | (1,252 | ) | (270 | ) | 1,532 | |||||||||
Accounts payable | 275 | (698 | ) | (153 | ) | |||||||||
Taxes on earnings | 610 | 723 | 733 | |||||||||||
Restructuring | (1,002 | ) | (1,334 | ) | (1,237 | ) | ||||||||
Other assets and liabilities | (293 | ) | 89 | (1,467 | ) | |||||||||
Net cash provided by operating activities | 12,639 | 11,922 | 13,379 | |||||||||||
Cash flows from investing activities: | ||||||||||||||
Investment in property, plant and equipment | (4,539 | ) | (4,133 | ) | (3,695 | ) | ||||||||
Proceeds from sale of property, plant and equipment | 999 | 602 | 495 | |||||||||||
Purchases of available-for-sale securities and other investments | (96 | ) | (51 | ) | (160 | ) | ||||||||
Maturities and sales of available-for-sale securities and other investments | 68 | 200 | 171 | |||||||||||
Payments in connection with business acquisitions, net of cash acquired | (10,480 | ) | (8,102 | ) | (391 | ) | ||||||||
Proceeds from business divestiture, net | 89 | 125 | â | |||||||||||
Net cash used in investing activities | (13,959 | ) | (11,359 | ) | (3,580 | ) | ||||||||
Cash flows from financing activities: | ||||||||||||||
(Payments) issuance of commercial paper and notes payable, net | (1,270 | ) | 4,156 | (6,856 | ) | |||||||||
Issuance of debt | 11,942 | 3,156 | 6,800 | |||||||||||
Payment of debt | (2,336 | ) | (1,323 | ) | (2,710 | ) | ||||||||
Issuance of common stock under employee stock plans | 896 | 2,617 | 1,837 | |||||||||||
Repurchase of common stock | (10,117 | ) | (11,042 | ) | (5,140 | ) | ||||||||
Excess tax benefit from stock-based compensation | 163 | 294 | 162 | |||||||||||
Cash dividends paid | (844 | ) | (771 | ) | (766 | ) | ||||||||
Net cash used in financing activities | (1,566 | ) | (2,913 | ) | (6,673 | ) | ||||||||
(Decrease) increase in cash and cash equivalents | (2,886 | ) | (2,350 | ) | 3,126 | |||||||||
Cash and cash equivalents at beginning of period | 10,929 | 13,279 | 10,153 | |||||||||||
Cash and cash equivalents at end of period | $ | 8,043 | $ | 10,929 | $ | 13,279 | ||||||||
The accompanying notes are an integral part of these Consolidated Financial Statements.