The High Failure Rates Of Cross Border Mergers Due To The Focus Of Companies On Hard Factors

Bachelor Thesis from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 2.0, New College Durham, course: Strategic Business Management, language: English, abstract: In today’s economy of globalization, technological change, an increase in innovation and shorter product life cycles have led to intensified international competition. The result is an increase in productivity and capital requirements due to high R&D and growing quality costs. Cross-border mergers have become a predominant form of global expansion and a common possibility of adapting to changing market conditions (Buchner, 2002, p. 21). As the described economic development will continue and may become even stronger, the requirement for cross-border mergers exists (Gösche, 1991, p. 153). However, statistics show that the failure rate has been quite high (see p.13, 2.3). The author will investigate critical success factors, that are often neglected and the main cause of failure. By failure the author does not mean a complete failure, but that the merged company has not achieved its expected goals. Based on preliminary research and existing knowledge, the analysis of critical success factors will mainly refer to soft factors. In cross-border mergers cultural issues in the form of organizational and national culture play an important role (Gertsen et al., Cultural Dimensions in International Mergers and Acquisitions, 1998). Furthermore, the author will focus on change management, as mergers bring along major changes that have enormous impact on managers and employees. In this context the effect of knowledge management and communication will also be analysed (Buchner, Der Mensch im Merger, 2002). As these issues will have to be considered at certain stages within the merging process, emphasis will also be laid on due diligence and the integration process (Galpin & Herndon, The Complete Guide to Mergers and Acquisitons, 2000).

World Investment Report, 2013 predicted a drop of 32 per cent in the Global FDI, this also affected Cross-Border M&A as a major form of Global FDI in 2013 as a result of globalization. Globalization has created an extremely competitive business environment across the world and as such the need to increase profits and shareholders' value constantly presses International Business Executives. Consequently, Mergers and Acquisitions (M&A) have been the preferred method of increasing growth and achieving target improvements in revenue. There are success or failure factors identified by many studies responsible for the trend. The immense benefits accruing from these transactions make the study imperative so that mergers will focus their resources on the success factors while minimizing the failure factors. As a result of these, Cross-Border M&A has achieved some milestones as a form of FDI and Globalization option used by many Multinationals.

Although there has been an exponential increase in the number and size of cross-border mergers during the past decade, there is little research that examines whether such deals are value-enhancing activities for shareholders of successful bidders. We investigate long-term abnormal returns to 361 successful U.S. bidders for foreign targets between 1985 and 1995. Employing a procedure recommended by Lyon et al. (1999) in order to minimize bias in calculating such returns, we find that abnormal returns are significantly negative over both a three- and a five-year window for successful bidders in cross-border mergers. We then divide the firms based upon categorizations employed by Ali and Hwang (2000), who examine country-specific factors related to the value relevance of accounting data. We hypothesize that factors which make accounting data less value-relevant (e.g., the level of alignment of financial and tax accounting) also will make it more difficult for bidding firms to price targets accurately in these countries. If this is true, bidder firms acquiring targets in these countries should realize larger negative abnormal returns. However, we find that negative abnormal returns are smaller in such countries. This may be due to a higher cost of capital for firms in these countries, resulting in a built-in discount to bidders.

Seminar paper from the year 2017 in the subject Business economics - Miscellaneous, grade: 1,7, University of Augsburg, language: English, abstract: As the number of international mergers and acquisitions (M&As) increased formidable during the last decades, it is a highly discussed phenomenon, which is becoming more and more important (Erel et al., 2012). Nearly 30 years ago, in 1987, there have been merely 5.000 M&As worldwide, whereas in 2016 already 50.000 M&As were concluded and latest stats even predict increasing numbers of M&As. M&A experience might both harm and help post-merger performance in international acquisitions. As stated by Schoenberg (2000) national cultural differences mainly present a strong challenge for cross-border acquisitions. Since the initial financial expectations are met simply by one half of all M&As, cultural differences might be at fault for this high failure rate (Zollo and Meier, 2008). Given that cross-border M&As consolidate two or more different cultures, it has to be taken into consideration that incidents such as differing legislations, currencies, languages and cultural norms do play an essential role. As a result of those distinctions, costs to the integration process might occur and the capability of firms to achieve synergies might be subverted. Thereby, the expected economic advantages of the merger or acquisition will be affected, too. Key factors like the integration of the participating companies in each other and enormous adaptation operations are irrecoverable to accomplish synergies and advantages of M&As. The hypothesis whether national cultural differences between acquirers and targets are likely to undermine post-merger performance has been researched myriad. An appropriate classification reclines in whether cultural differences matter, when they matter, under what conditions and in which way they do. The elaboration of this paper is based on the theory of Hofstede (1980), who was one of the first to explicitly address the impact of culture on the integration process of M&As by explaining cultural differences might generate misunderstandings and conflicts between the two merging organisations. Hence the aim of our analysis is to dissect the impact of cultural differences on the post-merger performance in international acquisitions by focussing on two out of four dimensions of Hofstede (1980) by means of the works of Ahern et al. (2009) and Huang et al. (2017).

Research Paper (postgraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: none, University of Pompeu Fabra (ESCI (School of International Trade) ), language: English, abstract: Based on a review of pertinent literature, the paper discusses the role and the complexities of cross-border mergers and acquisition in firms ́ internationalization. The various stages that firms customarily go through as part of an international merger and acquisition process are outlined and debated from both a theoretical and practical perspective. Particular challenges related to the management of the post- merger integration process and complexities related to differences in national and organizational cultures, organizational design and knowledge-structures between the acquirer and the target company are discussed. It is argued that appropriate management of the merging firms ́ human resources as the merging firms ́ smallest common denominator, is the key to optimize the outcome of cross-border transactions and to achieve budgeted post-merger benefits. Based on the conceptual discussion, the paper concludes with key recommendations for how to manage a cross-border deal to minimize risks and increase the probability of achieving the objectives.

This book provides the reader with an overview of the origin of corporations and the history of mergers and acquisitions. It demystifies the dynamics of mergers and identifies the unique impediments facing cross-border mergers and acquisitions, with great attention to the pre-merger control laws and regulations, in several regions (US, EU, and Middle East). Most importantly, it discusses and assesses merger deregulation and other key reforming proposals.

We develop and test the hypothesis that foreign direct investment promotes corporate governance spillovers in the host country. Using firm-level data on cross-border mergers and acquisitions (M&A) and corporate governance in 22 countries, we find that cross-border M&As are associated with subsequent improvements in the governance, valuation, and productivity of the target firms’ local rivals. This positive spillover effect is stronger when the acquirer is from a country with stronger shareholder protection and if the target’s industry is more competitive. We conclude that the international market for corporate control promotes the adoption of better corporate governance practices around the world.

This study applies a well-known approach for the analysis of investment projects to the investigation of cross-border mergers and acquisitions between Canadian and American firms in the period 1982-1990. The major purpose of the paper is to document the extent of the contribution of macroeconomic variables, such as exchange rates, bond yields, stock prices, and P/E ratios, to the recent trends in Canada-U.S. and U.S.- Canada cross-border acquisitions, as distinct from industry and firm-specific variables. The results suggest that the levels of the yields on long-term debt securities in both countries and their difference contribute significantly to an explanation of the difference of Canadian acquisitions of U.S. firms and American acquisition of Canadian firms in the period.

Navigate cross border M&A for a flawless integration execution Cross Border Mergers and Acquisitions is a practical toolbox for corporate strategy and development professionals dealing with the many challenges involved in cross border M&A. With a detailed discussion of key market specifics and broadly-applicable critical insight, this book demystifies the cross border M&A process and provides a host of practical tools that ease strategic implementation. A geographical overview explains the trends in major M&A markets including Australia, Brazil, China, Russia, the U.K., and the U.S., and industry-specific guidance covers Financial Services, Aerospace and Defense, Health Care, Tech, Manufacturing, and more. Leading experts relate lessons learned while managing actual PMI (post merger integration) processes, and the discussion of cultural impacts and specific situational needs provides deep insight into the type of leadership a flawless integration requires. Corporate restructuring and internationalization efforts are increasingly relying on cross border mergers and acquisitions. Strategies, motives, and consequences are a complex navigational minefield, but this insightful guide provides solid, actionable guidance for leading a successful integration. Understand the region-specific details that make an impact Overcome common challenges and manage complex deals Gain practical insight and valuable tools for leading integration Learn the most current best practices for PMI® processes Cross border M&A is complex, with myriad challenges and obstacles inherent to the situation. Successful integration and a smooth transition are critical, and there's little wiggle room—it's a situation where you have only one chance to get it right. Cross Border Mergers and Acquisitions is an essential guide to the process, with key tools for execution.

The present study focuses upon the comparison between the pre and post merger financial performance of the Indian companies undertaking cross border mergers and acquisitions during 1998-2009. An attempt has been made to assess the performance on an aggregate basis, on the basis of timing of the acquisition - before crisis and during crisis and on the basis of the development status of the foreign targets' economies. The results revealed a significant increase in size accompanied with a decrease in profitability, liquidity and solvency. This could be due to various reasons - industry specific factors, timing of the acquisition, status of the development of the target's economy. The other reasons could be companies' inexperience in foreign markets owing to lesser knowledge of handling cross border mergers and acquisitions as compared to western counterparts. A disaggregated analysis on the basis of timing of crisis reported a significantly lower growth in the size for the Indian companies acquiring during the time of US crisis as compared to those which did acquisitions before the crisis. These companies also accounted a significant deterioration of profitability, liquidity and solvency due to an increase in the operating costs and decline in demand. Although, valuation of the foreign companies especially those located in US and Europe during the time of crisis had reduced but for the operation of the merged firms expenses have to be made. However deals done in developed countries provided a significantly higher increase in the size than those done in developing countries owing to higher number of acquisitions in the former group. But the profitability, liquidity and solvency decline was higher in case of deals accomplished in developed countries. Our results suggest that the companies should diversify their portfolio of international exposure. Developing countries are emerging as new breed of consumers. Thus the focus of cross border mergers and acquisitions should be a balanced one considering the time as well as the location of the target.