VALUE CREATION THROUGH MERGERS AND ACQUISITIONS: A MYTH OR REALITY

Authors

  • Dr. Rachna Jawa Associate Professor, Shri Ram College of Commerce, Delhi University, Delhi

Keywords:

M&A, EVA, MVA, FCF, Restructuring, Value creation

Abstract

Growth is what every enterprise strives for as “survival of the fittest’ applies as much to entrepreneurs as to others in life. To endure, a competitor needs to be an over-achiever in every sense of the word. Hence, an unprecedented growth has become inevitable in the wide spectrum of industrial activities. It is a well known fact that the way to GROWTH is either through Greenfield expansions leading to Organic growth in one’s own unit, or Brownfield expansions resulting in Inorganic growth. Since the world is moving at a rapid pace and corporates are in a hurry to expand, restructuring through inorganic growth is a preferred medium. The name of the game is Mergers and Acquisitions (M&As) all over the globe. Indian companies, too, have learnt that this is a faster mechanism of growth. The surge in M&A activity worldwide and the rise of contested takeovers have highlighted the need to understand the criteria by which M&As should be judged. Shareholder value creation is emerging as the most crucial criteria in this area.  Many private sector organisations around the world have found implementation of the Economic Value Added (EVA), Market Value Added (MVA) and Free Cash Flow (FCF) as more effective tools for measuring Wealth creation. This paper has attempted to assess whether the M&A activity has been able to achieve its enshrined objectives of improved efficiency in the form of value creation. The study primarily focussed on those corporates that have used restructuring strategy during the time span of eight years (1997-2004). A-priori belief that M&As shall enhance value has been put to test in this study. The idea  is not only to assess what kind of capital appreciation is built into the stock as a result of the merger but also to ascertain if pre and post-merger, the stockholder has been able to receive greater returns as a result of synergies that flow from Mergers & Acquisitions. Our arguments are also getting vindicated by international observations in this arena - M&A activity, largely, has not been able to create much value.

References

I. Agundu, Prince UC (2002). Mergers and Acquisitions: Imperatives for Business Capacity Building in Nigeria, Abhigyan, Vol. XX, No. 3, 15-20.

II. Anand, M, Garg A and Arora, A (1999). Economic Value Added: Business Performance Measure of Shareholder Value, The Management Accountant.

III. Andrade, G, Mark, M and Erik, S (2001). New Evidence and Perspectives on Mergers Journal of Economic Perspectives, 15(2), 103-120.

IV. Bhattacharyya, AK and Phani, BV (2000). Economic Value Added: In Search of Relevance Decision, 27(2),25-54.

V. Bower, JL (2001). Not all M&As are alike and That Matters Harvard Business Review.

VI. Chakravarty, V (1998). How to Add Value to M&A Business Today, March, 61-75.

VII. Chanmugam, R, Walter, ES and David, M (2005). Mastering the Art of Value-Capture in M&A The ICFAI Journal of Mergers & Acquisitions,

Vol. II, No. 2, 7-14.

VIII. Dash, A (2004). Value Creation Through Mergers: The Myth and Reality The ICFAI Journal of Applied Finance, October, 20-38.

IX. Dubey, R (2000). India’s Greatest Wealth Creators: The Real Story, The first Ever BT-Stern Stewart EVA Study Business Today, 82-91, 109-20.

X. Eccles, RG, Kersten, LL and Wilson, TC (1999). Are you paying too much for that acquisition? Harvard Business Review.

XI. Fisher, AB (1995). Creating Stockholder Wealth Fortune, December 11, 105-116.

XII. Gandhok, T (2001). Through a Value Based Lens Business Standard, September 4.

XIII. George, CA and Alex, R (2003). Inorganic Growth: Who Is Growing? Management matters (A bi-annual publication of Loyola Institute of Business Administration), 1(6), 49-55.

XIV. Graham, J, Michael, L and Jack, W (2002). Does Corporate Diversification Destroy Value Journal of Finance, 57(3), 695-720.

XV. Hayward, Mathew LA (2003). When Do Firms Learn From Their Acquisition Experience? Evidence from 1990-1995 Strategic Management Journal, 23, 21-39.

XVI. Healy, PM, Krishna, GP and Ruback, RS (1992). Does corporate performance improve after mergers? Journal of Financial Economics, 31, 135-157.

XVII. Houston, JF, Christopher, MJ and Ryngaert, MD (2001). Where do merger gains come from? Bank mergers from the perspective of insiders and outsiders Journal of Financial Economics, 60, 285-331.

XVIII. Jackson, A (1996). The How and Why of EVA Journal of Applied Corporate Finance, 9(1), 98-103.

XIX. Karnik, S (2005). Do M&As Create Value for Target companies’ Shareholders? The ICFAI Journal of Mergers & Acquisitions, Vol. II, No. 4, 62-73.

XX. Khandwalla, PN (2001). Creative Restructuring Vikalpa, 26(1), 3-18

XXI. Kondragunta, CS (2000). “Winning with EVA”, Business Today, February 22, 104-06.

XXII. Saha, M (2005). Cross-border Mergers and Acquisitions: A Global Perspective The ICFAI Journal of Mergers & Acquisitions, Vol. II, No. 4, 25-41.

XXIII. Siva, KK & Rao, US (2003). Mergers Wave Theory Revisited GITAM Journal of Management, 1(2), 32-49.

XXIV. Wright, P, Kroll, M et al. (2002). The Structure of Ownership and Corporate Acquisition Strategies Strategic Management Journal, 23, 41-53.

Additional Files

Published

15-12-2015

How to Cite

Dr. Rachna Jawa. (2015). VALUE CREATION THROUGH MERGERS AND ACQUISITIONS: A MYTH OR REALITY. International Education and Research Journal (IERJ), 1(5). Retrieved from http://ierj.in/journal/index.php/ierj/article/view/2446