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Acquisition occurs when a business purchases the shares of another business to take over. This indicates that one business acquires the other by purchasing its stock or assets. The buyer gains the authority to make decisions for the firm without the consent of other shareholders if they acquire more than 50% of the target company’s shares or assets.
Acquisitions benefit the purchasing firm by expanding its consumer base and product offerings. In contrast to expanding slowly on its own, the objective is to grow swiftly and earn more money. Acquisitions typically occur with the target company’s consent, but they can also occur without the target company’s consent.
A clause stating that the target business cannot change its mind mid-process is typically included in purchase agreements. Acquisitions occur more frequently with smaller to medium-sized businesses than with large, well-known ones.
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For a business, acquisitions are like turbo-charging growth. They made it possible for the business to grow and attract new clients. A corporation can expand as much by one acquisition as it would need three to five years to do so internally. Acquisitions bolster a business and increase revenue by bringing in new clients and offering new goods and services.
The degree of planning and execution that goes into a purchase determines its success. Getting everything to work together is more important than focusing only on the money. Although the financial front end is significant, the activities that take place in sales and operations are much more vital. Successful acquisitions require coordination and effective project management amongst many company departments.
Businesses that take a broad approach and handle everything properly typically generate higher profits. Businesses that solely concentrate on the financial aspect may not give enough thought to how to make everything function together, which could result in lower profit. Let’s explore the realm of acquisitions in more detail.
The development of corporate takeovers and mergers is fascinatingly illustrated by the history of mergers and acquisitions (M&A). It dates back to earlier periods when businesses looked for methods to expand and solidify their positions. Let’s take a closer look at this historical development.
M&A’s historical origins in the US go back further than just the 19th century. The unification of Italian banks in 1784 and the merging of the East India Company in 1708 are two notable early examples. These early instances show how commercial partnerships have historically been done.
The United States experienced the Great Merger Movement in the late 19th and early 20th centuries, when smaller companies with lower market shares merged to form dominant enterprises. One noteworthy result is the Standard Oil Company, which formerly held about 90% of the world market for oil refineries. Many mergers and acquisitions occurred during this time, resulting in the closure of over 1,800 businesses as they increased their market share.
One of the main short-term drivers of mergers was the need to maintain high prices and lessen the impact of declining demand, which was partly caused by the Panic of 1893. As a result, producers frequently engage in price wars to maintain their market share. Companies aim to boost productivity and lower transportation costs in the long run. Larger companies grew as a result of economies of scale and technological breakthroughs. Still, some successful mergers were subsequently undone by antitrust laws like the Sherman Act of 1890.
The history of M&A can be broken down into discrete waves, each with its own particular patterns and goals. These waves show how corporate combinations have evolved throughout time, from horizontal mergers to massive cross-border mergers.
To expand their capabilities and reach, organizations have concentrated on purchasing businesses in complementary industries or the same industry throughout recent waves of M&A. Cross-sector convergence, or the acquisition of IT companies by retailers, has increased in frequency.
These days, businesses are becoming more and more interested in obtaining intangible assets such as talent, market share, patents, and licenses. Compared to typical tangible assets, the integration of these “soft capital” assets calls for a new methodology. Recent waves of M&A activity have been significantly shaped by factors like shareholder activism, high cash flows, globalization, and private equity.
The bankruptcy of Lehman Brothers and the collapse of the housing market signaled the end of the sixth wave of mergers, which culminated in the financial crisis that started in 2007. Significant effects of this crisis were felt by the world economy.
Tax optimization, corporate spin-offs, and the impact of monetary policies from central banks are some of the elements that continue to alter the M&A landscape in the current seventh wave of M&A.
The top ten M&A transactions in history have changed economies and sectors, with a combined value of over USD 1 trillion. The dynamic world of mergers and acquisitions that exists now is the result of the intricate interaction of economic, technological, and regulatory variables, as this tour through M&A history illustrates.
An acquisition is a business transaction in which a company purchases all or most of the shares of another company. Taking over the target company’s activities, including its resources, factories, customer base, and other assets, is the primary goal.
Businesses Purchase other companies for a variety of reasons. It can be to expand, diversify, take up more market share, save money, boost productivity, or introduce new goods or services. Sometimes, all that matters is winning against the opposition. The following are some other justifications:
Acquisitions are typically amicable contracts. This indicates that the target firm’s board of directors has approved the agreement and that the company is willing to be bought. Friendly acquisitions typically benefit the target and acquiring companies equally.
Both businesses prepare to guarantee that the purchasing company receives the appropriate assets. They examine the values and financial records as well to comprehend any obligations associated with such assets. The purchase is completed once all parties have agreed upon the terms and fulfilled all legal obligations.
There are four main approaches to acquiring businesses:
A vertical acquisition happens when one company buys a supplier or distributor within its production chain. For example, a clothing company may purchase a textile factory. This strategy is used to gain more control over the supply process, making the company less reliant on external suppliers.
In a horizontal acquisition, a business purchases a different business, frequently a direct rival, that operates in the same sector or industry. This is typically done to eliminate competition and quickly expand the company’s market share, potentially leading to a monopoly in that sector.
Conglomerate acquisitions occur when companies with different products, markets, business models, and customer bases merge. These companies usually have little in common, and the goal is to diversify risk and enter new markets. For example, a food company acquires a toy manufacturer to shield itself from market fluctuations.
A congeneric acquisition involves two companies in the same industry with similar production technology and distribution channels, even though their core products are different. These businesses do not directly compete with each other. For instance, a cosmetics company in India might acquire a cosmetics company in France to prevent potential competition and secure a stronger market position, rather than allowing a new brand to capture the market.
Before acquiring a company, it’s essential to weigh certain factors. This guide explores key considerations to ensure a successful acquisition.
For firms of all sizes, purchasing other companies is standard procedure. There are multiple rationales for a firm to consider taking this action. A few of the primary drivers are as follows:
Acquisition, Takeover, and Merger are pivotal terms in the corporate world, each representing a distinct approach to reshaping the business landscape. While they all involve one company becoming involved with another, they carry unique connotations and outcomes.
| Term | Acquisition | Merger | Takeover |
|---|---|---|---|
|
Meaning |
Buying another company, often cooperatively. |
Two companies combining to create a new entity. |
Forcibly acquiring a resisting company. |
|
Description |
Typically a friendly Purchase where both firms cooperate. |
Occurs between roughly equal companies to form a new, more valuable entity. |
Involves forcibly acquiring a company that resists. |
|
Nuances |
Implies cooperation between the buyer and the Target Company. |
Suggests the formation of a new entity by two similar-sized companies. |
Indicates resistance or opposition from the Target Company. |
|
Uniqueness |
Each case is unique with its specific circumstances. |
Often referred to as a hostile Takeover when the Target Company resists. |
A case where both companies share similar characteristics and goals. |
Acquisitions can offer a wide array of advantages to companies looking to expand and grow their operations.
Expanding your business and boosting revenues through Mergers and Acquisitions is a smart move. However, it’s important to recognize that M&A transactions can introduce certain challenges and drawbacks that may affect your business. It’s crucial to be aware of these potential pitfalls before embarking on an acquisition.
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1. What are the reasons for Acquisitions?2. How Is the Price Decided in an Acquisition?Acquisition prices are determined using specific criteria that differ based on the industry. Many times, Acquisitions don’t succeed because the Target Company’s requested price is higher than what these criteria suggest.
3. How Do Employee's Lives Change After an Acquisition? 
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