Question Tag: Synergy

Search 500 + past questions and counting.
Professional Bodies Filter
Program Filters
Subject Filters
More
Tags Filter
More
Check Box – Levels
Series Filter
More
Topics Filter
More

a) The Directors of Mama Ltd (Mama), a large listed company, are considering an opportunity to
acquire all the shares of Papa Ltd (Papa), a small listed company with a highly efficient
production technology.
Mama has 10 million shares of common stock in issue that are currently trading at GH¢6.00
each. Papa Ltd has 5 million shares of common stock in issue, each of which is trading at
GH¢4.50.
If Papa is acquired and integrated into the business of Mama, the production efficiency of the
combined entity would increase and save the combined business GH¢600,000 in operating
costs each year to perpetuity.
Though Mama operates in the same industry as Papa, its financial leverage is higher than that
of Papa. Mama’s total debt stock is valued at GH¢40 million, and its after-tax cost of debt is
22%. The beta of Mama’s common stock is 1.2. The return on the risk-free asset is 20% and
the market risk premium is 5%.
Required:
Suppose Mama offers a cash consideration of GH¢25 million from its existing funds to the
shareholders of Papa for all of their shares.
i) Calculate the NPV of the acquisition, and advise the directors of Mama on whether to
proceed with the acquisition or not. (8 marks)
ii) Calculate the value of the combined entity immediately after the acquisition. (3 marks)
iii) Suppose Mama would like to acquire all the shares in Papa by offering fresh shares of its
own common stock to the shareholders of Papa. Advise the directors on the appropriate
share exchange ratio based on market price.

(a) Mama Ltd – Acquisition

NPV and post-acquisition value

Computation of NPV:

The NPV of an acquisition is the gain from the acquisition less the cost of the
acquisition:
The gain from the acquisition is the PV of synergy from the acquisition:
𝐺𝑎𝑖𝑛 (𝑃𝑉 𝑜𝑓 𝑠𝑦𝑛𝑒𝑟𝑔𝑦) =

Cost saving = given as GHS600,000 every year perpetually
As the firm has both equity and debt in its capital structure, the appropriate
cost of capital to use as discount rate is the WACC.

Cost of equity, ke is estimated from the CAPM:

𝑘𝑒 = 𝑟𝑓 + 𝛽𝑖(𝐸(𝑟𝑚) − 𝑟𝑓)

𝑘𝑒 = 0.2 + 1.2(0.05) = 0.26

Cost of the acquisition is the excess of the purchase consideration over the
value of the target:

𝐶𝑜𝑠𝑡 = 𝐶𝑎𝑠ℎ 𝑜𝑓𝑓𝑒𝑟 − 𝑉𝑎𝑙𝑢𝑒 𝑜𝑓 𝑃𝑎𝑝a

𝐶𝑜𝑠𝑡 = 𝐺𝐻𝑆25,000,000 − 𝐺𝐻𝑆22,500,000 = 𝐺𝐻𝑆2,500,000

The NPV is then computed as Gain less Cost:

𝑁𝑃𝑉 = 𝐺𝑎𝑖𝑛 − 𝐶𝑜𝑠𝑡 = 𝐺𝐻𝑆2,459,016 − 𝐺𝐻𝑆2,500,000 = (𝐺𝐻𝑆40,984)

Advice based on NPV:
The negative NPV suggests that if the acquisition happens, the value of
Mama would reduce by GHS40,984. Therefore, the directors of Mama
should discard the acquisition plan.

b. The value of combined entity:

𝑃𝑜𝑠𝑡 − 𝑎𝑐𝑞𝑢𝑖𝑠𝑖𝑡𝑖𝑜𝑛 𝑣𝑎𝑙𝑢𝑒 = 𝑉𝑎𝑙𝑢𝑒𝑀𝑎𝑚𝑎 + 𝑉𝑎𝑙𝑢𝑒𝑃𝑎𝑝𝑎 + 𝑃𝑉 𝑜𝑓 𝑆𝑦𝑛𝑒𝑟𝑔𝑦 − 𝐶𝑎𝑠ℎ 𝑜𝑓𝑓𝑒𝑟
𝑃𝑜𝑠𝑡 − 𝑎𝑐𝑞𝑢𝑖𝑠𝑖𝑡𝑖𝑜𝑛 𝑣𝑎𝑙𝑢𝑒
= 𝐺𝐻𝑆60,000,000 + 𝐺𝐻𝑆22,500,000 + 𝐺𝐻𝑆2,459,016 − 𝐺𝐻𝑆2,500,000
𝑃𝑜𝑠𝑡 − 𝑎𝑐𝑞𝑢𝑖𝑠𝑖𝑡𝑖𝑜𝑛 𝑣𝑎𝑙𝑢𝑒 = 𝐺𝐻𝑆82,459,016m

ii) Share exchange ratio (ER)
The number of shares Mama should issue to shareholders of Papa can be
calculated based on market price as under:

The share exchange ratio between Mama and Papa may be expressed as 3:4
or 0.75:1. That is Mama should issue 3 shares of its ordinary stock for every
4 shares in Papa (or 75 shares of Mama for every 100 shares in Papa).

Ape has 2,500 shares outstanding at GH¢10 per share. Bee has 1,250 shares outstanding at GH¢5 per share. Ape estimates that the value of synergistic benefit from acquiring Bee is GH¢500. Bee has indicated that it would accept a cash purchase offer of GH¢6.50 per share.

Required:
Identify whether Ape should proceed with the merger

Since the net loss from the acquisition is GH¢1,375, Ape should not proceed with the merger as it results in a financial loss despite the synergy benefits.

You are the Finance Manager of a growing clothing company, Two-Pack Fashion Ltd (Two-Pack). Two-Pack has enjoyed significant growth in recent years using an internal growth strategy. Two-Pack is now seeking to acquire other companies to speed up its growth drive. It has identified Anas-Expo Clothing Ltd (Anas-Expo) as a suitable candidate for takeover. Both companies have the same level of risk.

Anas-Expo produces high-quality handmade clothes, with which it has earned several awards. The company has recorded considerable profits in the past, but its output has dwindled over the past two years due to increasing labour costs. Labour unions have pressured policymakers into amending labour regulations, particularly those relating to pensions and minimum wages, to provide more benefits and protection for workers. Directors of Two-Pack believe that production and profitability of Anas-Expo will be enhanced if its production process is mechanized.

Below are summarized financial data for the two companies immediately before acquisition:

Two-Pack (GHS’m) Anas-Expo (GHS’m)
Sales revenue 285.8
Net operating income 85.8
Interest charges 14.2
Net income before tax 71.6
Corporate tax 15.8
Net income after tax 55.8
Dividends 22.3
Addition to retained earnings 33.5

Two-Pack has 40 million shares and a P/E ratio of 18, while Anas-Expo has 25 million shares and a P/E ratio of 12. Directors of Two-Pack have decided that Two-Pack takes up all the equity shares in Anas-Expo by offering to its shareholders one new share for every share they hold. They have also decided that Two-Pack mechanizes Anas-Expo’s production process immediately at the cost of GHS18 million, replacing work currently done by hand. It is estimated that operational efficiency arising from the acquisition and integration of the two companies would yield after-tax benefits of GHS25 million per year to perpetuity. The cost of capital of Two-Pack is 25%.

Required:

(a) Evaluate the acquisition proposal, and recommend whether the acquisition should go ahead.
(b) Analyze the effect of the acquisition on the earnings per share (EPS) of Two-Pack following the successful acquisition of Anas-Expo.
(c) Analyze the effect of the acquisition on the wealth of the shareholders of each company.
(d) Advise the directors of Two-Pack on three likely sources of conflict in relation to the acquisition of Anas-Expo and the mechanization of its production process, and suggest ways through which the conflict could be avoided or resolved.

a) Evaluation of the Acquisition Proposal
The net present value (NPV) of the acquisition can be computed by evaluating the synergy benefits and acquisition costs. The present value of the synergy is:

The cost of the acquisition is calculated as the market value of the shares issued by Two-Pack to acquire Anas-Expo. Anas-Expo has 25 million shares, and the share price after acquisition will be:

Post-acquisition share price=

Post-acquisition share price==22.94 GHS

The cost of acquisition is then:

Cost of acquisition=22.94 GHS×25 million shares=573.5 million 

Therefore, the NPV of the acquisition is:

NPV=100 million GHS−(573.5 million GHS−404.4 million GHS=−87.1 million GHS

Recommendation: Since the NPV is negative, the acquisition should not proceed unless the acquisition price or synergy benefits can be improved.

(b) Effect on Earnings per Share (EPS)
The post-acquisition EPS is computed by summing the earnings of both companies and dividing by the new number of shares.

  • Total earnings after acquisition = GHS55.8m + GHS33.7m + GHS25m = GHS114.5m
  • Number of shares = 40m (Two-Pack) + 25m (Anas-Expo) = 65m shares
  • Post-acquisition EPS = GHS114.5m / 65m = GHS1.76

The EPS will increase from GHS1.395 to GHS1.76, an increase of GHS0.365.

(c) Effect on Shareholders’ Wealth
For Two-Pack shareholders, the value of their shares will drop from:

  • Pre-acquisition price = GHS25.11
  • Post-acquisition price = GHS22.94

This results in a loss of GHS86.8 million in market value for Two-Pack shareholders.

For Anas-Expo shareholders, the value of their shares will increase from GHS16.176 to GHS22.94, a gain of GHS169.1 million.

(d) Likely Sources of Conflict

  1. Impact on Employees: The mechanization will likely lead to job losses, creating resistance from employees and unions. This can be mitigated by offering adequate compensation and retraining opportunities.
  2. Cultural Clash: The integration of the two companies may lead to conflicts between management teams due to differences in corporate cultures. A smooth integration process with clear communication and shared goals can help manage this.
  3. Quality Concerns: Anas-Expo’s handmade products are well-known for their quality, and mechanization may reduce product quality, leading to dissatisfaction among customers. A phased approach to mechanization, along with efforts to maintain product quality, can help resolve this issue.