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1.
This report addresses two key questions for today's top executives: Do acquisitions create value for acquirers? And under what circumstances have acquisitions created the most value for acquiring shareholders?
The authors' analysis of over 1,500 completed deals by non-financial companies in the United States over the past 12 years shows that, at announcement, acquirers' shareholders suffer small losses, on average, in the short term around the initial deal announcement. Over longer intervals, such as one or two years following the announcement of the transaction, acquirers tend to slightly outperform industry peers.
The average or median market response hides tremendous variability in how the market has reacted to individual deals, however. This article provides evidence that the "right" M&A transaction can create substantial value for acquirers. One-quarter of the transactions lead to market-adjusted gains in excess of 5% for the acquirer and oneeighth of the transactions lead to gains in excess of 10% in the short term. However, some deals have also destroyed substantial shareholder value.
Financing structure is a key driver of the stock market reaction. Stock-financed transactions, on average, have a negative stock market reaction, while cash-financed transactions have benefited acquirers in both the short term as well as the long term.
Acquisitions of private companies or assets and units of public companies have consistently generated higher returns for acquirers than purchases of public companies.
Moreover, EPS dilution is not a major driver of how the stock market reacts to a deal. Although "accretive" deals perform slightly better than "dilutive" ones in the short and long run, the difference is small and not statistically significant. Over the long run, acquiring shareholders have benefited the most from deals within the same industry and that avoid targets with relatively optimistic earnings growth projections. 相似文献
The authors' analysis of over 1,500 completed deals by non-financial companies in the United States over the past 12 years shows that, at announcement, acquirers' shareholders suffer small losses, on average, in the short term around the initial deal announcement. Over longer intervals, such as one or two years following the announcement of the transaction, acquirers tend to slightly outperform industry peers.
The average or median market response hides tremendous variability in how the market has reacted to individual deals, however. This article provides evidence that the "right" M&A transaction can create substantial value for acquirers. One-quarter of the transactions lead to market-adjusted gains in excess of 5% for the acquirer and oneeighth of the transactions lead to gains in excess of 10% in the short term. However, some deals have also destroyed substantial shareholder value.
Financing structure is a key driver of the stock market reaction. Stock-financed transactions, on average, have a negative stock market reaction, while cash-financed transactions have benefited acquirers in both the short term as well as the long term.
Acquisitions of private companies or assets and units of public companies have consistently generated higher returns for acquirers than purchases of public companies.
Moreover, EPS dilution is not a major driver of how the stock market reacts to a deal. Although "accretive" deals perform slightly better than "dilutive" ones in the short and long run, the difference is small and not statistically significant. Over the long run, acquiring shareholders have benefited the most from deals within the same industry and that avoid targets with relatively optimistic earnings growth projections. 相似文献
2.
The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships 总被引:1,自引:0,他引:1
Anil Menon Sundar G. Bharadwaj Roy Howell 《Journal of the Academy of Marketing Science》1996,24(4):299-313
By examining only dysfunctional conflict and ignoring functional conflict, empirical research in marketing has presented only
part of the story. This research offers the first systematic look at the antecedents and consequences of both functionaland dysfunctional conflict in intraorganiational relationships. The authors develop and empirically test a causal model for key
organizational antecedents of new product strategy quality and market performance. They find that dysfunctional conflict in
the decision-making process has deleterious consequences for quality of strategy and market performance, whereas functional
conflict improves both quality of strategy and performance. Specifically, organizational design characteristics such as formalization,
interdepartmental interconnectedness, low communication barriers, and team spirit improve new product performance by enhancing
functional conflict, whereas centralization and high communication barriers lower new product performance by increasing dysfunctional
conflict. A post hoc test for common method bias or variance suggests that bias or variance alone cannot explain these findings.
His general research interests focus on strategic issues relating to internal relationships, market learning, and organizational
context of marketing strategy. His research has been published in theJournal of Marketing, Journal of Business Research, Journal of Advertising Research, Journal of Advertising, andJournal of Services Marketing, among others.
His general research interests focus on strategic issues relating to relationship marketing, firm performance, sustainable
competitive advantage, timing of market entry, and information technology. His past research has been published in theJournal of Marketing, Journal of Business Research, Journal of Services Marketing, andMarketing Education Review, among others.
His research interests are in the areas of marketing research methods, structural equations modeling, cellular automata theories
and methods, and Taoist methodologies for marketing strategy. His research has been published in theJournal of Marketing, Journal of Marketing Research, andJournal of the Academy of Marketing Science, among others. 相似文献
3.
Valuing a change in the risk of death is a key input into the calculation of the benefits of environmental policies that save
lives. Typically such risks are monetized using the Value of a Statistical Life (VSL). Since the majority of the lives saved
by environmental policies are those of older persons, there has been much recent debate about whether the VSL should be lower
for the elderly to reflect their fewer remaining life years. We conducted a contingent valuation survey in the UK, Italy and
France designed to answer this question. The survey was administered in these three countries following a standardized protocol.
Our results suggest that the VSL is €1.022 million or €2.264 million, depending on whether we use median or mean WTP. The
VSL is not significantly lower for older persons, but is higher for persons who have been admitted to a hospital or emergency
room for cardiovascular and respiratory problems. Income is positively and significantly associated with WTP. The income elasticities
of the WTP increase gradually with income levels and are between 0.15 and 0.5 for current income levels in EU countries. We
use the responses to the WTP questions to estimate the value of an extension in remaining life expectancy. The value of a
loss of one year’s life expectancy is €54,000 or €163,000. 相似文献
4.
This article examines the debate on reforms in industrial relations law in India, needed to support its economic liberalisation programme. Analysing a distinctively Indian experience of state intervention in industrial relations, it concludes that the thrust of the reform should be towards entrusting union recognition and promotion of dispute settlement to an authority that is independent of the state executive. 相似文献
5.
This paper examines the role of patent licensing in the age of outsourcing. When firms rely on outsourced inputs, a patent
holder’s decision to license has both competitive and supplier pricing effects. By issuing a license, the firm increases competition
in the product market. At the same time, the need to make royalty payments “weakens” the firm’s rival, making it more sensitive
to supplier pricing. The supplier responds by softening pricing terms, and the firm benefits by siphoning some of these gains
via the license fee. Not only can the licensor gain, but all other parties (the licensee, supplier, and consumers) can also
benefit. This role of licensing presents additional considerations for regulators shaping patent laws.
We thank Michael Crew, John Fellingham, Sharon Oster, David Sappington, Doug Schroeder, and two anonymous referees for helpful
comments. Anil Arya acknowledges support from the John J. Gerlach Chair. 相似文献
6.
7.
In this article, we define a new construct for urban economic and investment analysis, which revisits the conventional wisdom that investment in real estate development is riskier than investment in stabilized property assets. This new construct, referred as a “development asset value index” (DAVI), is a value index for newly developed properties (only) in a given geographical property market. It tracks longitudinal changes in the highest and best use (HBU) value of locations, and it reveals developer and landowner behavior taking advantage of the optionality inherent in land ownership. In particular, the DAVI reflects developers' use of flexibility in the exercise of the call option to (re)develop the property to any legal use and density. We empirically estimate a DAVI for commercial property (i.e., central locations) and compare it with a corresponding traditional transaction‐price‐based property asset price index (PAPI) corrected for depreciation. We believe that the difference primarily reflects the realized value of flexibility in land development. We find that the DAVIs display greater value growth and are smoother over time and less cyclical than their corresponding PAPIs for the same locations. This suggests that developers successfully use flexibility, and that development may be riskier than stabilized property investment due primarily only to leverage effects (construction costs). Practical implications are also discussed. 相似文献
8.
Donald R. Lehmann Jennifer Ames Stuart Gita Venkataramani Johar Anil Thozhur 《Journal of the Academy of Marketing Science》2007,35(3):309-316
This paper proposes that customers often respond to brand extension concepts by visualizing the product. We call this process
spontaneous visualization and suggest that it precedes concept evaluations. In two studies, we show that spontaneous visualization
is enhanced by the fit between the parent brand and the extension category and by the ease with which the product category
can be imagined. The appeal of the visualized image in turn determines whether visualization enhances or decreases concept
evaluations. In addition, we find a stronger link between product evaluations and delayed choice when evaluations are based
on visualization; evaluations based on visualization hence appear to be more “valid” in the sense of predicting subsequent
behavior. Implications of these findings and ideas for future research are discussed.
相似文献
Donald R. LehmannEmail: |
9.
Anil Mathur 《心理学和销售学》1996,13(1):107-123
Although corporate contributions to charity have been the subject of much discussion and research, little attention and research has been devoted to understanding charitable gift-giving behavior of individuals. Using exchange theory, we provide explanations for gift-giving behavior of older adults. A model is developed and tested using LISREL. The results suggest that social interaction and control motivations are important predictors of gift-giving behavior. Contrary to expectation, esteem enhancement motivations were negatively related to charitable gift giving. These results provide partial support for an exchange-theory-based explanation of older adults' gift-giving behavior. © 1996 John Wiley & Sons, Inc. 相似文献
10.
We examine the effect of ownership structure on firm performance, for firms listed on Vietnamese stock exchanges, using 2744 firm‐year observations over the period from 2007 to 2012. We find a non‐linear relationship between ownership structure and firm performance. State ownership has a convex relationship with firm performance. This paper finds that firm performance increases beyond 28.67 percent level of state ownership. Foreign ownership has a concave relationship with firm performance. We find that firm performance increases with an increase of foreign ownership up to a level of 43 percent and then decreases. Policy makers should encourage foreign ownership and widely dispersed state ownership in firms, which can help improve firm performance. 相似文献