Do Mergers Create Value - Analyzing Daimler Chrysler
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Transcript of Do Mergers Create Value - Analyzing Daimler Chrysler
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DO MERGERS CREATE VALUE IN AUTOMOBILE INDDUSTRY
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THE JOURNEY SO FAR …
Mergers and acquisition (M&A)
The automobile industry
M&A in the automobile
industryDo mergers create value
?
Daimler Chrysler
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WHAT IS VALUE ? …
Cumulative abnormal returns
Managers’ assessments
Divestment dataExpert informants’
assessments
Post-Merger performanc
e
Early measures ….
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WHAT IS VALUE ? …(CONTD.)
Accounting based
measures
Stock market based
measures
Managers subjective assessmen
t
Post – Merger performance
Current measurement methods….
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DO MERGERS CREATE VALUE ?...
What does the literature say
• Abnormal returns in the short runTarget
Firm
• Value restricted to few success stories
• Contrasting results• On an average – no value
created
Acquiring firm
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SNAPSHOT OF THE AUTO INDUSTRY
Largest manufacturing industry
Capital intensive
High barriers to entry
Highly consolidated industry
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TRENDS IN THE AUTO INDUSTRY
Consolidation
Overcapacity
Technology
Consumer demands
Lean and green production
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COMPANY SELECTION Universe of mergers from 1996 – 2010. Ranking by transaction size No restructuring, no partial stakes, true merger and acquisitions Daimler Chrysler ‘ Merger of Equals’ Daimler Chrysler – 3 phases
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THE CHRYSLER CORP. STORY
Originally known as Maxwell Motor Company Walter Chrysler pioneered the change Computer based Unibody design Hasty decisions followed to hit the company
financials Chrysler Corporation Loan Guarantee Act,
1979 for USD$ 1.5 billion Diversified business in 1988, acquisitions
reducing working capital to USD$ 1.7 billion
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CHRYSLER PERFORMANCE PRE-MERGER…
1991 1992 1993 1994 1995 1996 19970
10000
20000
30000
40000
50000
60000
70000
25575
33548
40831
49363 49601
57587 56986
22922
28396
32382
38032
41304
45842 46743
854 902
46776767
44447099
5563
0
12005
1609318864 19657
2405725708
RevenuesCOGSOperating IncomeCurrent Liabilities
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CHRYSLER PERFORMANCE PRE-MERGER…
1991 1992 1993 1994 1995 1996 1997
-6
-4
-2
0
2
4
6
-1.64
1.11
-3.81
5.06
2.68
4.83
4.15
Basic EPS
Basic EPS
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DAIMLER
Founded in the year 1886 by Gottlieb Daimler and Carl Benz
Personal mobility in 200 countries and 35 operating units
Financial Dilemma of 1995 New Chairman and his ownership: Jurgen
Schrempp Restructure and Realignment Expansion Plans - Merger
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RESULTS OF CHANGE IN STRUCTURE
1991 1992 1993 1994 1995 1996 1997 1998
-20000
0
20000
40000
60000
80000
100000
120000
140000
RevenueCOGSOperating IncomeCurrent Liabilities
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`
1992 1993 1994 1995 1996 1997
-15
-10
-5
0
5
10
15
20
25
30
35
Basic EPS
Basic EPS
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MOTIVATIONS FOR MERGERS Daimler’s Dilemma
- Entry into U.S domestic market Chrysler Puzzle
- European presence Daimler & Chrysler
- Match made in heaven
Synergy Equation
Daimler AG (2)
Chrysler Corporation
(2)
Daimler Chrysler AG
( 5)
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THE MERGER OF ‘EQUALS’
Structure of the transaction • 1 Daimler = 1 Daimler Chrysler ( DCX)• 0.45 Chrysler Corporation = 1 Daimler Chrysler
( DCX)
Deal closed in 200 days• May 6, 1998, merger agreement is signed• 17th November the stock starts trading
First global share• 21 markets all over the world• DCX was no longer a part of S&P 500
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DAIMLER-CHRYSLER POST MERGER PERFORMANCE
Return on Equity
Profitability
• EPS• EBIT/share• Operating margins• R&D/ sales• R&D/EBIT• CFO/Share
Efficiency
• Total asset utilization
• Fixed asset utilization
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SHAREHOLDER VALUE - ROE
Still below pre-merger levels
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006-30.00%
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
Daimler Chrysler
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PROFITABILITY - EBIT/SHARE
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
-15.00
-10.00
-5.00
0.00
5.00
10.00
15.00
20.00
Daimler Group Daimler division Chrysler / division
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PROFITABILITY - R&D/ SALES & R&D/EBIT
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
Daimler Daimler division Chrysler Division
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
-600.00%
-400.00%
-200.00%
0.00%
200.00%
400.00%
600.00%
Daimler Daimler division Chrysler Division
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CASH FLOW/SHARE
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 200612.00
13.00
14.00
15.00
16.00
17.00
18.00
19.00
20.00
Cash Flow Per Share - Daimler
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EFFICIENCY- FIXED ASSET TURNOVER
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 20061.1x
2.1x
3.1x
4.1x
5.1x
6.1x
7.1x
8.1x
9.1x
Daimler Chrysler
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CULTURAL CLASH
Dominance of Daimler over Chrysler Power and conflict Difference in compensation policies, travel
expenses Conflicting goals among newly merged
departments Dividend payments germanised Structured Management V/S Permissive
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DAIMLER AG AFTER DEMERGER
Return on Assets %
Return on Equity %
Net Profit Margin %
EBIT Margin
(8.0%)
(3.0%)
2.0%
7.0%
12.0%
2008
2009
2010
2008 2009 2010
(3.0)
(2.0)
(1.0)
0
1.0
2.0
3.0
4.0
5.0
EPS
Dividends
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ETHICAL CONSIDERATIONS & LIMITATIONS
Due to time constraints we could consider only one unsuccessful merger for our research
We relied on S&P Capital IQ for financial data and were unable to check every line item with SEC filings
Our research data is secondary
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CONCLUSIONS
Mergers should be evaluated for their performance in the long run rather than in the short run.
Large automobile companies have legacy costs and hence mergers in these companies fail to create value in the long run.
Quantitative factors vs. Qualitative factors. International diversification and product
portfolio diversification might not work
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THANK YOU
Special thanks to our mentor Dr. Parvinder Arora and Dr. Veena Jadhav for providing guidance, mentorship and facilitation for this research.