The Motivation Behind Corporate Acquisitions And Mergers Finance Essay

The Motivation Behind Corporate Acquisitions And Mergers Finance moveResearch that considers the motivation for corporate learnings takes essenti everyy two forms. There ar studies that concentrate on providing a theoretical analysis solutiond on economic and behavioral theories and those which subject the theories to empirical tests.Fried teeming Trautwein (1990) provides a critical brushup of the predominant theories of merger sources and merger prescriptions. the theories of merger can be categorised into seven groups efficiency theory, monopoly theory, valuation theory, empire-building theory, process theory, raider theory and randomness theory.7 Motivations for MA Monopoly opening Gaining market power. Efficiency Theory direct synergies, financial synergies andManagement synergies. Valuation Theory Bidder managers have better selective information about the bespeaks financial performance than the stock market. Empire Building Theory Planned and executed by managers w hoMaximize their own utility or else of their shareholders grade. Process Theory Mangers have only limited information and baseDecisions on imperfect information. Raider Theory Managers creating wealth transfers from the stockholdersof the companies they bid for. preventive Theory Merger prospers are caused by economic disturbances.Why are There So Many Mergers and Acquisitions?The most important motivation savoury in an MA is to assure the existence or the continuity of the firms military action. If all the major competitors become bigger through the MA transactions, then a firm may take on in an scholarship to insure competitive parity. Profits left for a firm after put in all current positive net present value opportunities is the firms free cash flow.The free cash flow can come in to billions of dollars. For example, Microsoft is reported to have had a free cash flow of $45 billion in 2004 Dominant firms in mature employmentes often govern themselves in much(pren ominal) situations. For firms with free cash flow the obvious finale should be to invest the m iodiney in MA activity because such transactions may at least generate competitive parity.at once many businesses recognize the uncompromising demand to seek merger and eruditeness transaction, to seek growth and profits.In the strategy literature acquisitions are explained by two main classes of theories first is the value-maximizing theories and secondly is the managerial theories (Seth1990a).Merger and acquisition literature suggests that managers do have various motives for mergers (Trautwein, 1990). Managers may have own(prenominal) goals and ambition that differ from the strategy and the need of the firm.At times the managers shareholder conflict arise during the mergers and acquisition transactions.These motivations originate from the ambition to get rich and securing their bureau hence reducing the risk of the firms bankruptcy.Managers may be actuate to engage in MAs even whe n such operations do non benefit the entity because acquisition is the fastest and the easiest way to expand the scope of their control.In the context of MA activity, this means that managers may engage in an MA even when there is zero economic value for bidding firms. The bloodline made by managers here is that they can perform better than the managers of the target firm.Examining the phenomenon of mergers and acquisitions what is the driving force behind it?Mergers and acquisitions is reaching record braking levels, The 1980s and nineties were characterized by a rash of mergers and acquisitions (MA) with both domestic and foreign partners.The wave of mergers during recent years has drawn widespread attention because The fact that few firms create positive economic value in MA activity spurred some firms to pursue such transactions.In the 1990s we saw a number of mega-mergers between multinationals-for example, DaimlerChrysler and Exxon-Mobil- CitiCorp and Travelers Group, MCI and WorldCom, Hewlett-Packard and Compaq which changed the entire competitive environment of their respective global markets. These high-profile corporatemergersbecome an great example for any corporation considering a potential acquisition.The 1990s also saw the rise of privatization of enterprise in many emerging markets, creating growth opportunities to gain assenting to previously unlikeable markets of enormous potential.Looking into the mergers and acquisition literature, merger motives do not correspond a significant role MA give out more(prenominal) merger consequences than theoretical effort (Trautwein, 1990).In fact, taking into consideration the figure of Allen et al (2002) that was based in Trautwein (1990) findings and assumptions, most observers agree that mergers are motivated by a complex pattern of motives and that no single motive or method can provide a full report (e.g. Steiner, 1975 Ravenscraft and Scherer, 1987).Such motives include increasing profitabil ity, the pursuit of market power, and marketing economies of scale, embody reductions and creation of barriers to entry.What is the true motivation for cross-border mergers and acquisitions?The eloquent answer is the traditional one building shareholder valueCorporations frequently seek growth in search of new markets, resources, productive advantages, profit, investment opportunities and elements of competition through the acquisition of other companies.Corporations undertake mergers and acquisitions transaction for a variety of reasons.The drivers are strategic responses by firms to defend and enhance their global Competitiveness by- Gaining access to strategic proprietary assets- Gaining market power and dominance- Achieving synergies in topical anesthetic/global operations and across different industries- becoming larger, and then reaping the benefits of size in competition and negotiation- Diversifying and spreading their risks wider- Exploiting financial opportunities the y may own and others desireWe can summarize that the Motives behind mergers and acquisition activity by listingSome motives To create a number of new business opportunities (Healy et al. 1990, 23) and entry newMarkets (Black, Carnes and Jandik 2001,5) To reduce earnings volatility (Healy et al. 1990, 23 Black, Carnes and Jandik 2001,5) technological Efficiency (Chaaban, Rquillart and Trvisiol 2005) and economies of scale employment risk i.e., risk of losing job, pro Reputation, etc. Managers personal wealth is linked more to firm size and risk ofBankruptcy than to firm performance (Amihud and Lev 1981). The merger offers anopportunity to improve ones social identity as well (Terry, Callan and Sartori 1996) Value maximization (Halpern 1983, 314) is particularly a shareholders goal (Bethel andLiebeskind 1993, 29) Use of control position (Halpern 1983, 314) Synergy (Halpern 1983, 314 Chatterjee 1992) Monopoly (Halpern 1983, 314) Corporate restructuring is needed industry wide (Hatfi eld, Porter Liebeskind, Opler1996 Markides 2006 Chatterjee 1992) cost reduction (Dranove and Shanley 1994)-managerial vs. shareholder interests (Taffler, Holl 2006 Holl and Kyriazis 1997 Mahoney and Mahoney 1991 Mahoney and Mahoney 2006 Firth 1991). Motives for takeovers tend to reflect managerial rather than shareholder interests in abandonedmergers (Taffler and Holl 1991). Amit, Livnat and Zarowin (1989) have investigated owner-manager conflict of interest. Reputation enhancement (Dranove and Shanley 1994) local anaesthetic systems do not appear to have lower cost only do appear to enjoy reputation benefits Innovation performance (Ahuja and Katila 2001) election redeployment (Capron, Dussauge and Mitchell 1998) Power, achievement, sensation seeking and prestige (Lausberg and Stahl 2006)