Introduction-
The best method for accelerating a company’s growth strategic plan is merger and acquisition. Mergers and Acquisitions have been used as an ambitious development tactic throughout all sectors. The concept of acquisition and merger is not novel; however the recent boom in M&A has provided businesses more room to consider integrating for business expansion, marketplace presence, or for any other operational need. In a merger and acquisition, the combined entity knowingly transfers its liabilities and assets to the buying entity. Several businesses opt for unification with some other organization to protect their operations against failure. A successful approach is to move ahead with a Merger or acquisition with a profitable similar firm. The need of the marketplace as well as its shareholders is best met by the coupled Merger and acquisitions complementarity and symbiosis of two businesses[1]. The effect on shareholders might be either good or unfavorable.
Through proactive acquisitions and mergers techniques, a number of businesses have indeed been able to develop dramatically throughout the years and create money. An effective as well as lucrative strategy to create money and increase share of the market has always been a goal for seasoned company leaders. The three most popular strategies to encourage strategic growth are exogenous, artificial, and natural methods.
Positive influences of M&A-
Stulz and Arikan have shown that younger enterprises are more able to construct more lucrative and quite well acquisitions and mergers than mature enterprises. Their research showed that the purchasing corporations fared better as well as being able to increase wealth by purchasing classified government firms. Additionally, because mature businesses prefer to just have unfavorable company’s stock responses for corporate entities, their study has demonstrated the rise of authority ideas. The conceptual framework focuses on finding solutions to issues that may arise as a result of uneven objectives or various risk levels.[2]
As per Shrivastava and Pandit, it is important to compare the success of other integrations while determining overall worth of a proposed merger. Experts contend that good negotiating requires using the value technique. There are typically two possible ways used to evaluate a firm for purchase. The first is the company’s liquidated worth, while the other is the potential firm’s worth as a continuing concern. Except if the potential firm is in difficulty, the obtained firm is often evaluated on a basis of continued operation in acquisition or merger negotiations[3].
- Influence on workers-
The workforce of the company may be significantly impacted financially by acquisitions or mergers. In reality, acquisitions and mergers may be challenging for the workforce due to the constant chance of unemployment following an acquisition or merger. The merging firm doesn’t require the same number of personnel as it did before to conduct the very same volume of operations if its core competencies are quite enough. Layoffs are therefore essentially unavoidable. Additionally, the company culture will undergo certain adjustments, which will affect people who are employed. Professionals may have physical and psychological issues as a result of alterations to the operational area and company practices. On the contrary side, the transaction price and increased debt burden result in some losses for the stakeholders of the purchasing business following the purchase.
- Influence of Competition-
When it comes to market rivalry, acquisitions and mergers have diverse effects. After mergers and acquisitions, the amount of rivalry varies by sector. For instance, there is often continual rivalry in the financial sector. To the contrary extreme, financial markets are showing a shift in control.
- Influence on management-
In comparison to regular employees, the level of management may experience a larger rate of employment losses. Conflict between business cultures is to blame for this. Most top management experts are required to adopt business strategy that they might disagree with by their executives owing to the group’s changing management style. Elevated concentrations of tension are involved.
- Influence on Shareholders-
The stockholders may also experience some monetary effects of acquisitions and mergers. If the transaction involves a buy, the stockholders of the acquired entity gain greatly from the transaction because the purchasing business pays a sizable sum of money.
Negative influences of M&A-
- Overpaying-
This is perhaps the most frequent cause of payments failing. The majority of alluring niche businesses relies on the premise that “anything is for purchase at the appropriate cost.” The company is always up for sale if a purchaser is ready to shell out too much, as this properly reflects. This often refers to a profit above the dividend yield in firms that are listed on a stock exchange. There isn’t much evidence to suggest that modest, private limited businesses would be any unique. To reduce the likelihood of overspending, purchasers should establish a budget once discussions begin and adhere to it[4].
- Grossly over valuing benefits-
Overpaying for a deal is inextricably linked with underestimating benefits. The very first step towards overspending is frequently overstating the benefits built into a purchase. The concept that several expenses will essentially remain the same when two firms join is appealing, but it’s also much harder to implement in reality while many executives are ready to acknowledge. And achieving income benefits is just as challenging. This is why Mergers and acquisition professionals would indeed be wise to take a very cautious approach when evaluating elements are crucial from a purchase.
- Overextending resources-
Clamp on acquisitions and mergers or targets that are modest in comparison to the acquirer are typically regarded as the greatest kind of operations. They don’t need as many materials to be obtained or linked, which is among the key ideas behind all this. The deals that need a considerable investment from the buying business are located on the opposite end of the spectrum. Borrowing much to buy any company increases stress on the company to begin cutting expenses right away, which is rarely a great start for a transaction and frequently the end of the story.
Examples-
- Adani Ports-
It is the India’s biggest inter – cross operator nationwide. It is called as the Adani Ports and Special Economic Zone Limited (APSEZ). It is a component of the Adani Group, a conglomerate engaged in construction[5].
- JSW Power-
JSW Power seems to have a working power generation of 37700 MW. Additionally, it is developing power production facilities with just an estimated total output of 8520 Mw. Sajjan Jindal’s JSW Energy bought 2 hydroelectric facilities owned by Jaiprakash Power Ventures for Rs10,000 crore. These facilities have an installed total of 1,400 Mw[6].
- Sun Pharmaceutical Industries-
It is a global pharma firm with its headquarters in our country, Sun Pharmaceutical. The medicine in the country is dominated by this company. The business was established in 1981.
When Sun Pharmaceutical Industries bought Ranbaxy [7]in 2013-14, it had already been successful in purchasing sixteen businesses. The goal of the massive merger was to rank the merged business as the fifth-largest manufacturer of prescription drugs around the globe. It has more than fifty production sites located all over the globe and a brand portfolio of much more than 2,500 items.[8]
Conclusion-
It is clear from the findings and assessment of the major financial metrics both before and after the merger—as well as from the explanation above—that there was no appreciable impact on the company’s operations. Before the acquisition and merger firms were operating more effectively. Before the merger, there was an efficiency and convenience for stockholders.
Author(s) Name: Kashish Jain (Bharati Vidyapeeth, New Law College)
References:
[1] Md Alam Ansari & M.Mustafa, ‘An analytical study of impact of merger & acquisition on financial performance of corporate sector in India’ (2018) 5(2) Journal of Management Research and Analysis, 113-116
[2] Carol. M. Kopp., ‘Agency Theory: Definition, Examples of Relationships, and Disputes’ (Investopedia, 04 September 2021) <https://www.investopedia.com/terms/a/agencytheory.asp> accessed 26 January 2023
[3] Ibid
[4] Klson Patel, ‘10 Common Reasons Why Mergers and Acquisitions Fail’ (Deal Room) <https://dealroom.net/blog/reasons-why-mergers-and-acquisitions-fail> accessed 26 January 2023
[5] ‘JSW Energy buys JP Powers 2 Hydro Projects for Rs 9700 crore’ (Times of India, 08 September 2015) <https://timesofindia.indiatimes.com/business/india-business/jsw-energy-buys-jp-powers-2-hydro-projects-for-rs-9700-crore/articleshow/48871298.cms > accessed 26 January 2023
[6]‘APSEZ set to become top container port operator’ (The Hindu Business Line, 09 January 2018) <https://www.thehindubusinessline.com/economy/logistics/apsez-set-to-become-top-container-port-operator/article64278870.ece> accessed 27 January 2023.
[7]‘Ranbaxy gets approval to launch generic Lipitor in US’ (Times of India, 01 December 2011) <https://timesofindia.indiatimes.com/business/india-business/Ranbaxy-gets-approval-to-launch-generic-Lipitor-in-US/articleshow/10940626.cms> accessed 27 January 2023
[8]Sun Pharma to acquire Ranbaxy for $4 billion in all-share deal” (Bihar Prabha, 07 April 2014) < <http://news.biharprabha.com/2014/04/sun-pharma-to-acquire-ranbaxy-for-4-billion-in-all-share-deal/> accessed 27 January 2023
