Deck 20: External Growth Through Mergers

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Question
The stock market reaction to divestitures may actually be positive if the divestiture is perceived to rid the company of an unprofitable business, or if it seems to sharpen the company's focus.
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Question
A tax loss carryforward of $1,000,000 for company ZZZ is not usually worth $1,000,000 in present value to a firm that might acquire company ZZZ.
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In a merger, two or more companies are combined to form an entirely new entity.
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The desire to expand management and marketing capabilities is a direct financial motive.
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The potential of a tax loss carryforward has no effect when considering the acquisition of a company.
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While a horizontal merger may improve profitability, it will not necessarily reduce the portfolio risk of the acquiring company.
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Antitrust policy can preclude the acquisition of a competitor.
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Synergy is said to take place when the whole is less than the sum of the parts.
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Selling stockholders are often anxious to sell because of the potential of higher profits.
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Vertical integration is usually prohibited or severely restricted by government antitrust regulations.
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Synergy is the greatest and most easily measured nonfinancial benefit in a merger.
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Most mergers are horizontal in nature in order to avoid the potential antitrust complications involved with the elimination of competition.
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Vertical integration represents acquisition of a competitor.
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One potential advantage of a merger to the acquiring firm is the Portfolio Effect which attempts to achieve risk reduction while perhaps maintaining the rate of return for the firm.
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In a horizontal merger, the integration that occurs comes from acquiring companies that supply resources to the company's production process.
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Risk averse investors may discount the future earnings of the merged firm at a higher rate if they move in different directions during business cycles.
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Mergers often improve the financing flexibility that a larger company has available.
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Too much diversification has led many companies to sell off companies previously acquired during the merger boom.
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A tax loss carryforward is a benefit to the acquired firm's shareholders.
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The portfolio effect of a merger is greatest for the selling stockholders.
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After a merger has been announced, subsequent cancellation generally causes the potential acquiree's stock to decline in value.
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Following a merger, the change in the risk profile of the merged companies may influence the P/E ratio as much as the change in the overall growth rate.
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Although corporate managers have a responsibility to act in shareholders' best interest, management frequently opposes acquisitions due to personal motives.
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"Poison pills" are strategies which reduce the value of a firm if it is taken over by a corporate raider.
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Selling stockholders may receive a price well above current market or book value.
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Existing management of a firm is almost always ready to accept an offer for the purchase of the firm at a price above the market.
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A Tender Offer describes the attempted purchase of a firm with the consent of that firm's management.
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The earnings per share impact of a merger is influenced by relative price-earnings ratios and the terms of exchange.
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If an acquiring firm's merger proposal was initially rejected by a target firm's management and board of directors, the acquiring firm could utilize a tender offer to gain control of the target firm.
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Stockholders of acquired firms in mergers tend to be more concerned with future earnings and dividends exchanged than with the market value exchanged.
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The two step buy-out procedure induces stockholders to delay their reaction to the offer, since they will receive a higher price later.
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A takeover tender offer lets a company attempt to acquire a target firm against its will.
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The two step buy-out procedure allows the acquiring firm to pay a lower total price than if a single offer is made.
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If the acquiring firm's P/E ratio is greater than the P/E of the acquired firm, the surviving firm will automatically get an increase in
E.P.S.
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A cash purchase is similar to a capital budgeting decision.
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By using cash instead of stock, a company may diminish the perceived dilutive effects of a merger.
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Leveraged Takeovers occur to firms that have an unusually large cash/total assets position.
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For mergers occurring after 2001, goodwill must be amortized over 40 years or less.
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Leveraged buyouts are restricted to "outside" tender offers.
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A motive for selling stockholders may be the bias against smaller companies.
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A business combination of two or more companies in which the resulting firm maintains the identity of the acquiring company is defined as a

A) consolidation.
B) holding company.
C) conglomerate.
D) merger.
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Multinational mergers provide economic and political diversification which can lead to a higher cost of capital for the new firm.
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When a tobacco firm merges with a steel company, it would be called

A) a horizontal merger.
B) a vertical merger.
C) a conglomerate merger.
D) a consolidation.
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The elimination of overlapping functions and the meshing of two firms' strong areas or products creates the managerial incentive for mergers known as

A) horizontal integration.
B) vertical integration.
C) synergy.
D) the portfolio effect.
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Synergy is

A) the 2 + 2 = 3 effect.
B) the 2 + 2 = 4 effect.
C) the 2 + 2 = 5 effect.
D) always present in a merger.
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The direct financial motives for merger activity include all of following EXCEPT

A) the portfolio effect.
B) improved financial posture and greater debt.
C) the utilization of tax loss carryforwards.
D) vertical integration.
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The Celluloid Collar Corporation has $210,000 in tax loss carryforwards. The Bowstring Shirt Company, a firm in the 30% tax bracket, would be willing to pay (on a nondiscounted basis) the sum of ______________ for the carryforward alone.

A) $108,000
B) $52,000
C) $63,000
D) $1,200,000
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Selling stockholders who are offered cash or another company's stock in a merger may be willing to part with the shares they hold because

A) the offered shares may be more marketable.
B) the price they are offered for their shares may be above market value.
C) they can attain a greater degree of diversification as a result.
D) all of these
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Which of the following is not a potential benefit of a merger?

A) Improved Financing Posture
B) Portfolio Effect
C) Dilution of Earnings Per Share
D) Tax Loss Carryforward
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Which of the following types of mergers is most likely to lead to diversification benefits?

A) Horizontal merger
B) Vertical merger
C) Tax free exchange
D) Conglomerate
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Which of the following type of merger decreases competition?

A) Horizontal merger
B) Vertical merger
C) Cash purchase
D) Stock-for-stock exchange
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Synergy is said to occur when the whole is

A) equal to the sum of the parts.
B) less than the sum of the parts.
C) greater than the sum of the parts.
D) greater than or equal to the sum of the parts.
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It is possible to merge with a company which results in the same earnings per share but still lowers the new firm's cost of capital.
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Which of the following is not a motive for selling by the stockholder's of the acquired company?

A) Opportunity to diversify
B) Tax advantage
C) Attractive price
D) Avoid bias against smaller businesses
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Selling stockholders generally receive a price below the current market value of their prior stock during a merger.
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The rising ratio of divestitures to new acquisitions which occurred in the past suggests that

A) poison pills are no longer effective as a defense against takeovers.
B) too much diversification strained the operating capabilities of many firms.
C) the portfolio effect has been a highly successful method of reducing risk.
D) multinational firms are increasingly considered highly risky investments.
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In planning mergers, there is a tendency to _____ synergistic benefits.

A) overestimate
B) underestimate
C) correctly estimate
D) not estimate
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Which of the following is not a financial motive but rather an operating motive for merger and consolidation?

A) The portfolio diversification effect
B) Tax-loss carryforward
C) Greater financing capability
D) Synergy
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One of the reasons that companies merge with other companies is to secure access to a competing industry.
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An example of a horizontal merger would be

A) Pepsi and Sears.
B) McDonalds and Pillsbury.
C) Pepsi and Frito Lay.
D) Coca Cola and Dr. Pepper.
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The price that a company has to pay to purchase another firm is usually

A) the book value.
B) the market value.
C) some premium over current market value.
D) some discount of current market value.
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White Knights

A) advise companies on ways to avoid being taken over.
B) offer a higher purchase price and more friendly offer in the event of an unsolicited and unfriendly takeover attempt.
C) attempt to make money in the stock market on stocks that are likely merger candidates.
D) buy depressed stock of quality companies when merger talks are discontinued.
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All of the following are methods of avoiding takeovers except:

A) increasing the firm's cash level
B) moving corporate offices to advantageous states
C) staggering election of boards of directors
D) buying back shares
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In regard to two step buyouts,

A) the SEC highly approves of them.
B) the FTC highly approves of them.
C) the SEC is keeping a close eye on them.
D) the FTC is keeping a close eye on them.
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All of the following are potential challenges or downsides to mergers except:

A) anti-trust laws
B) dilution
C) firm valuation
D) synergies
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Which of the following terms is not specifically related to an unfriendly buyout?

A) Takeover tender offer.
B) White knight.
C) Saturday night special.
D) Synergy.
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Dilution in earnings per share occurs when a company with

A) a high P/E ratio buys a company with a low P/E ratio.
B) a low P/E ratio buys a company with a high P/E ratio.
C) a high growth rate in earnings per share buys a company with a low growth rate in earnings per share.
D) a low growth rate in earnings per share buys a company with a high growth rate in earnings per share.
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Which of the following is a tender offer that utilizes borrowed funds and the acquired firm's assets as collateral?

A) Unfriendly take-over
B) Divestiture
C) Two-step buy-out
D) Leveraged buy-out
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Aardvark Software, Inc. can purchase all the stock of Zebra Computer Services for $1,200,000 in cash. Zebra is expected to generate net after-tax cash flows of $100,000 per year for each of the next 12 years. Based solely on the cash flow analysis, Aardvark should

A) not purchase Zebra Computer Services.
B) purchase Zebra Computer Services.
C) purchase Zebra only if Aardvark's cost of capital is between 5% and 10%.
D) purchase Zebra only if Aardvark's cost of capital is above 10%.
Question
Under a two step buy-out procedure

A) shareholders receive a higher total price than if a single offer is made.
B) the second offer is at a higher price per share.
C) shareholders are encouraged to react quickly to the offer.
D) two of the above are correct.
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The portfolio effect in a merger has to do with

A) increasing EPS.
B) reducing risk.
C) creating tax advantages.
D) writing off goodwill.
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The Prad Corporation is considering a merger with the Stone Company which has 500,000 outstanding shares selling for $30. An investment banker has advised that to succeed in its merger Prad Corp. would have to offer $45 per share for Stone's stock. Prad Corp. stock is selling for $25. How many shares of Prad Corp. stock would have to be exchanged to acquire all of Stone's stock?

A) 266,667
B) 600,000
C) 900,000
D) none of these
Question
The two step buy-out is a recent merger ploy that has which of the following characteristics?

A) It is negotiated in a social, rather than a business setting.
B) The acquiring firm offers to pay a very high price for the target company's stock, and a short time later announces another price which may be higher or lower.
C) The acquiring firm offers to pay a very high price for the target company's stock for a limited time only, after which it will pay a considerably lower price.
D) It forces stockholders to sell out.
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Which of the following is not a form of compensation that selling stockholders could receive?

A) Stock
B) Cash
C) Stock Options
D) Fixed Income Securities
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Simon Manufacturing Co. is planning to acquire Garfunkel Engineering in a two-step buyout. Garfunkel has 1,500,000 shares of common stock currently outstanding, and the market price is currently at $25 per share. The first step of the buyout would offer to purchase 51% of Garfunkel Engineering common stock for $28 per share. The second step would be to exchange each remaining share of Garfunkel common for $5 in cash and a newly issued share of Simon Manufacturing convertible preferred stock, valued at $31.00 per share.
Simon Manufacturing's investment banker has suggested, as an alternative, a single-stage buyout at $32.50 per share for all of Garfunkel's common stock.
a) What is the total cost of the two-step buyout?
b) What is the total cost of the single step proposal?
c) If it wants to minimize the total cost of the acquisition, what should Simon Manufacturing do?
Question
The typical merger premium is

A) 0-20%
B) 40%
C) 40-60%
D) 60-80%
Question
The King Solomon Mining Company is contemplating a cash tender offer for the outstanding shares of Roanoke Coal Corporation. Roanoke Coal is expected to provide $175,000 in after-tax cash flow (after-tax income plus depreciation) each year for the next 20 years. In addition, Roanoke has a $400,000 tax loss carryforward which King Solomon Mining can use over the next two years ($200,000 per year).
If King Solomon Mining's corporate tax rate is 34% and its cost of capital is 12%, what is the cash price it should be willing to pay to acquire Roanoke based solely on it's cash-flow benefit over the next 20 years?
Question
Under SFAS 141 and 142, the following occurred

A) goodwill is now amortized
B) at least 4 times per year, goodwill must be tested to determine if impaired
C) allowed a one time write-down of all past goodwill impairment
D) created pooling of interests accounting
Question
Match between columns
The recognition that the whole may be equal to more than the sum of the parts.
tax-loss carryforward
The recognition that the whole may be equal to more than the sum of the parts.
consolidation
The recognition that the whole may be equal to more than the sum of the parts.
merger
The recognition that the whole may be equal to more than the sum of the parts.
synergy
The recognition that the whole may be equal to more than the sum of the parts.
merger premium
The recognition that the whole may be equal to more than the sum of the parts.
terms of exchange
The recognition that the whole may be equal to more than the sum of the parts.
two step buyout
The recognition that the whole may be equal to more than the sum of the parts.
White knight
The recognition that the whole may be equal to more than the sum of the parts.
Saturday night special
The recognition that the whole may be equal to more than the sum of the parts.
portfolio effect
The recognition that the whole may be equal to more than the sum of the parts.
market value maximization
The combination of two or more firms to form an entirely new entity.
tax-loss carryforward
The combination of two or more firms to form an entirely new entity.
consolidation
The combination of two or more firms to form an entirely new entity.
merger
The combination of two or more firms to form an entirely new entity.
synergy
The combination of two or more firms to form an entirely new entity.
merger premium
The combination of two or more firms to form an entirely new entity.
terms of exchange
The combination of two or more firms to form an entirely new entity.
two step buyout
The combination of two or more firms to form an entirely new entity.
White knight
The combination of two or more firms to form an entirely new entity.
Saturday night special
The combination of two or more firms to form an entirely new entity.
portfolio effect
The combination of two or more firms to form an entirely new entity.
market value maximization
The concept of maximizing the wealth of the stockholders.
tax-loss carryforward
The concept of maximizing the wealth of the stockholders.
consolidation
The concept of maximizing the wealth of the stockholders.
merger
The concept of maximizing the wealth of the stockholders.
synergy
The concept of maximizing the wealth of the stockholders.
merger premium
The concept of maximizing the wealth of the stockholders.
terms of exchange
The concept of maximizing the wealth of the stockholders.
two step buyout
The concept of maximizing the wealth of the stockholders.
White knight
The concept of maximizing the wealth of the stockholders.
Saturday night special
The concept of maximizing the wealth of the stockholders.
portfolio effect
The concept of maximizing the wealth of the stockholders.
market value maximization
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
tax-loss carryforward
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
consolidation
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
merger
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
synergy
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
merger premium
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
terms of exchange
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
two step buyout
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
White knight
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
Saturday night special
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
portfolio effect
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
market value maximization
Value paid over the existing price of the acquired firm.
tax-loss carryforward
Value paid over the existing price of the acquired firm.
consolidation
Value paid over the existing price of the acquired firm.
merger
Value paid over the existing price of the acquired firm.
synergy
Value paid over the existing price of the acquired firm.
merger premium
Value paid over the existing price of the acquired firm.
terms of exchange
Value paid over the existing price of the acquired firm.
two step buyout
Value paid over the existing price of the acquired firm.
White knight
Value paid over the existing price of the acquired firm.
Saturday night special
Value paid over the existing price of the acquired firm.
portfolio effect
Value paid over the existing price of the acquired firm.
market value maximization
A loss that can be extended for a number of years to offset taxable income.
tax-loss carryforward
A loss that can be extended for a number of years to offset taxable income.
consolidation
A loss that can be extended for a number of years to offset taxable income.
merger
A loss that can be extended for a number of years to offset taxable income.
synergy
A loss that can be extended for a number of years to offset taxable income.
merger premium
A loss that can be extended for a number of years to offset taxable income.
terms of exchange
A loss that can be extended for a number of years to offset taxable income.
two step buyout
A loss that can be extended for a number of years to offset taxable income.
White knight
A loss that can be extended for a number of years to offset taxable income.
Saturday night special
A loss that can be extended for a number of years to offset taxable income.
portfolio effect
A loss that can be extended for a number of years to offset taxable income.
market value maximization
A merger price offer that takes place in two stages.
tax-loss carryforward
A merger price offer that takes place in two stages.
consolidation
A merger price offer that takes place in two stages.
merger
A merger price offer that takes place in two stages.
synergy
A merger price offer that takes place in two stages.
merger premium
A merger price offer that takes place in two stages.
terms of exchange
A merger price offer that takes place in two stages.
two step buyout
A merger price offer that takes place in two stages.
White knight
A merger price offer that takes place in two stages.
Saturday night special
A merger price offer that takes place in two stages.
portfolio effect
A merger price offer that takes place in two stages.
market value maximization
The buy-out ratio or terms of trade in a merger or an acquisition.
tax-loss carryforward
The buy-out ratio or terms of trade in a merger or an acquisition.
consolidation
The buy-out ratio or terms of trade in a merger or an acquisition.
merger
The buy-out ratio or terms of trade in a merger or an acquisition.
synergy
The buy-out ratio or terms of trade in a merger or an acquisition.
merger premium
The buy-out ratio or terms of trade in a merger or an acquisition.
terms of exchange
The buy-out ratio or terms of trade in a merger or an acquisition.
two step buyout
The buy-out ratio or terms of trade in a merger or an acquisition.
White knight
The buy-out ratio or terms of trade in a merger or an acquisition.
Saturday night special
The buy-out ratio or terms of trade in a merger or an acquisition.
portfolio effect
The buy-out ratio or terms of trade in a merger or an acquisition.
market value maximization
A third firm that management calls on to avoid the initial unfriendly takeover.
tax-loss carryforward
A third firm that management calls on to avoid the initial unfriendly takeover.
consolidation
A third firm that management calls on to avoid the initial unfriendly takeover.
merger
A third firm that management calls on to avoid the initial unfriendly takeover.
synergy
A third firm that management calls on to avoid the initial unfriendly takeover.
merger premium
A third firm that management calls on to avoid the initial unfriendly takeover.
terms of exchange
A third firm that management calls on to avoid the initial unfriendly takeover.
two step buyout
A third firm that management calls on to avoid the initial unfriendly takeover.
White knight
A third firm that management calls on to avoid the initial unfriendly takeover.
Saturday night special
A third firm that management calls on to avoid the initial unfriendly takeover.
portfolio effect
A third firm that management calls on to avoid the initial unfriendly takeover.
market value maximization
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
tax-loss carryforward
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
consolidation
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
merger
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
synergy
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
merger premium
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
terms of exchange
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
two step buyout
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
White knight
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
Saturday night special
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
portfolio effect
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
market value maximization
The impact of a given investment on the overall risk-return composition of the firm.
tax-loss carryforward
The impact of a given investment on the overall risk-return composition of the firm.
consolidation
The impact of a given investment on the overall risk-return composition of the firm.
merger
The impact of a given investment on the overall risk-return composition of the firm.
synergy
The impact of a given investment on the overall risk-return composition of the firm.
merger premium
The impact of a given investment on the overall risk-return composition of the firm.
terms of exchange
The impact of a given investment on the overall risk-return composition of the firm.
two step buyout
The impact of a given investment on the overall risk-return composition of the firm.
White knight
The impact of a given investment on the overall risk-return composition of the firm.
Saturday night special
The impact of a given investment on the overall risk-return composition of the firm.
portfolio effect
The impact of a given investment on the overall risk-return composition of the firm.
market value maximization
Question
Match between columns
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
tender offer-take over
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
horizontal integration
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
two step buy-out
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
vertical integration
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
market value maximization
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
merger arbitrageur
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
synergy
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
merger premium
2 + 2 = 5 effect.
tender offer-take over
2 + 2 = 5 effect.
horizontal integration
2 + 2 = 5 effect.
two step buy-out
2 + 2 = 5 effect.
vertical integration
2 + 2 = 5 effect.
market value maximization
2 + 2 = 5 effect.
merger arbitrageur
2 + 2 = 5 effect.
synergy
2 + 2 = 5 effect.
merger premium
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
tender offer-take over
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
horizontal integration
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
two step buy-out
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
vertical integration
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
market value maximization
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
merger arbitrageur
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
synergy
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
merger premium
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
tender offer-take over
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
horizontal integration
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
two step buy-out
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
vertical integration
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
market value maximization
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
merger arbitrageur
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
synergy
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
merger premium
The acquisition of buyers and sellers of goods and services to the company.
tender offer-take over
The acquisition of buyers and sellers of goods and services to the company.
horizontal integration
The acquisition of buyers and sellers of goods and services to the company.
two step buy-out
The acquisition of buyers and sellers of goods and services to the company.
vertical integration
The acquisition of buyers and sellers of goods and services to the company.
market value maximization
The acquisition of buyers and sellers of goods and services to the company.
merger arbitrageur
The acquisition of buyers and sellers of goods and services to the company.
synergy
The acquisition of buyers and sellers of goods and services to the company.
merger premium
The concept of maximizing the wealth of the stockholders.
tender offer-take over
The concept of maximizing the wealth of the stockholders.
horizontal integration
The concept of maximizing the wealth of the stockholders.
two step buy-out
The concept of maximizing the wealth of the stockholders.
vertical integration
The concept of maximizing the wealth of the stockholders.
market value maximization
The concept of maximizing the wealth of the stockholders.
merger arbitrageur
The concept of maximizing the wealth of the stockholders.
synergy
The concept of maximizing the wealth of the stockholders.
merger premium
Acquiring competitors which is often curbed by antitrust policy.
tender offer-take over
Acquiring competitors which is often curbed by antitrust policy.
horizontal integration
Acquiring competitors which is often curbed by antitrust policy.
two step buy-out
Acquiring competitors which is often curbed by antitrust policy.
vertical integration
Acquiring competitors which is often curbed by antitrust policy.
market value maximization
Acquiring competitors which is often curbed by antitrust policy.
merger arbitrageur
Acquiring competitors which is often curbed by antitrust policy.
synergy
Acquiring competitors which is often curbed by antitrust policy.
merger premium
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
tender offer-take over
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
horizontal integration
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
two step buy-out
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
vertical integration
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
market value maximization
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
merger arbitrageur
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
synergy
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
merger premium
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Deck 20: External Growth Through Mergers
1
The stock market reaction to divestitures may actually be positive if the divestiture is perceived to rid the company of an unprofitable business, or if it seems to sharpen the company's focus.
True
2
A tax loss carryforward of $1,000,000 for company ZZZ is not usually worth $1,000,000 in present value to a firm that might acquire company ZZZ.
True
3
In a merger, two or more companies are combined to form an entirely new entity.
False
4
The desire to expand management and marketing capabilities is a direct financial motive.
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5
The potential of a tax loss carryforward has no effect when considering the acquisition of a company.
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6
While a horizontal merger may improve profitability, it will not necessarily reduce the portfolio risk of the acquiring company.
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7
Antitrust policy can preclude the acquisition of a competitor.
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8
Synergy is said to take place when the whole is less than the sum of the parts.
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9
Selling stockholders are often anxious to sell because of the potential of higher profits.
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10
Vertical integration is usually prohibited or severely restricted by government antitrust regulations.
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11
Synergy is the greatest and most easily measured nonfinancial benefit in a merger.
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12
Most mergers are horizontal in nature in order to avoid the potential antitrust complications involved with the elimination of competition.
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13
Vertical integration represents acquisition of a competitor.
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14
One potential advantage of a merger to the acquiring firm is the Portfolio Effect which attempts to achieve risk reduction while perhaps maintaining the rate of return for the firm.
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15
In a horizontal merger, the integration that occurs comes from acquiring companies that supply resources to the company's production process.
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16
Risk averse investors may discount the future earnings of the merged firm at a higher rate if they move in different directions during business cycles.
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17
Mergers often improve the financing flexibility that a larger company has available.
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18
Too much diversification has led many companies to sell off companies previously acquired during the merger boom.
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19
A tax loss carryforward is a benefit to the acquired firm's shareholders.
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20
The portfolio effect of a merger is greatest for the selling stockholders.
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21
After a merger has been announced, subsequent cancellation generally causes the potential acquiree's stock to decline in value.
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22
Following a merger, the change in the risk profile of the merged companies may influence the P/E ratio as much as the change in the overall growth rate.
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23
Although corporate managers have a responsibility to act in shareholders' best interest, management frequently opposes acquisitions due to personal motives.
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24
"Poison pills" are strategies which reduce the value of a firm if it is taken over by a corporate raider.
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25
Selling stockholders may receive a price well above current market or book value.
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26
Existing management of a firm is almost always ready to accept an offer for the purchase of the firm at a price above the market.
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27
A Tender Offer describes the attempted purchase of a firm with the consent of that firm's management.
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28
The earnings per share impact of a merger is influenced by relative price-earnings ratios and the terms of exchange.
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29
If an acquiring firm's merger proposal was initially rejected by a target firm's management and board of directors, the acquiring firm could utilize a tender offer to gain control of the target firm.
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30
Stockholders of acquired firms in mergers tend to be more concerned with future earnings and dividends exchanged than with the market value exchanged.
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31
The two step buy-out procedure induces stockholders to delay their reaction to the offer, since they will receive a higher price later.
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32
A takeover tender offer lets a company attempt to acquire a target firm against its will.
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33
The two step buy-out procedure allows the acquiring firm to pay a lower total price than if a single offer is made.
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34
If the acquiring firm's P/E ratio is greater than the P/E of the acquired firm, the surviving firm will automatically get an increase in
E.P.S.
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35
A cash purchase is similar to a capital budgeting decision.
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36
By using cash instead of stock, a company may diminish the perceived dilutive effects of a merger.
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37
Leveraged Takeovers occur to firms that have an unusually large cash/total assets position.
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38
For mergers occurring after 2001, goodwill must be amortized over 40 years or less.
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39
Leveraged buyouts are restricted to "outside" tender offers.
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40
A motive for selling stockholders may be the bias against smaller companies.
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41
A business combination of two or more companies in which the resulting firm maintains the identity of the acquiring company is defined as a

A) consolidation.
B) holding company.
C) conglomerate.
D) merger.
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42
Multinational mergers provide economic and political diversification which can lead to a higher cost of capital for the new firm.
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43
When a tobacco firm merges with a steel company, it would be called

A) a horizontal merger.
B) a vertical merger.
C) a conglomerate merger.
D) a consolidation.
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44
The elimination of overlapping functions and the meshing of two firms' strong areas or products creates the managerial incentive for mergers known as

A) horizontal integration.
B) vertical integration.
C) synergy.
D) the portfolio effect.
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45
Synergy is

A) the 2 + 2 = 3 effect.
B) the 2 + 2 = 4 effect.
C) the 2 + 2 = 5 effect.
D) always present in a merger.
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46
The direct financial motives for merger activity include all of following EXCEPT

A) the portfolio effect.
B) improved financial posture and greater debt.
C) the utilization of tax loss carryforwards.
D) vertical integration.
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47
The Celluloid Collar Corporation has $210,000 in tax loss carryforwards. The Bowstring Shirt Company, a firm in the 30% tax bracket, would be willing to pay (on a nondiscounted basis) the sum of ______________ for the carryforward alone.

A) $108,000
B) $52,000
C) $63,000
D) $1,200,000
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48
Selling stockholders who are offered cash or another company's stock in a merger may be willing to part with the shares they hold because

A) the offered shares may be more marketable.
B) the price they are offered for their shares may be above market value.
C) they can attain a greater degree of diversification as a result.
D) all of these
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49
Which of the following is not a potential benefit of a merger?

A) Improved Financing Posture
B) Portfolio Effect
C) Dilution of Earnings Per Share
D) Tax Loss Carryforward
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50
Which of the following types of mergers is most likely to lead to diversification benefits?

A) Horizontal merger
B) Vertical merger
C) Tax free exchange
D) Conglomerate
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51
Which of the following type of merger decreases competition?

A) Horizontal merger
B) Vertical merger
C) Cash purchase
D) Stock-for-stock exchange
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52
Synergy is said to occur when the whole is

A) equal to the sum of the parts.
B) less than the sum of the parts.
C) greater than the sum of the parts.
D) greater than or equal to the sum of the parts.
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53
It is possible to merge with a company which results in the same earnings per share but still lowers the new firm's cost of capital.
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54
Which of the following is not a motive for selling by the stockholder's of the acquired company?

A) Opportunity to diversify
B) Tax advantage
C) Attractive price
D) Avoid bias against smaller businesses
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55
Selling stockholders generally receive a price below the current market value of their prior stock during a merger.
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56
The rising ratio of divestitures to new acquisitions which occurred in the past suggests that

A) poison pills are no longer effective as a defense against takeovers.
B) too much diversification strained the operating capabilities of many firms.
C) the portfolio effect has been a highly successful method of reducing risk.
D) multinational firms are increasingly considered highly risky investments.
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57
In planning mergers, there is a tendency to _____ synergistic benefits.

A) overestimate
B) underestimate
C) correctly estimate
D) not estimate
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58
Which of the following is not a financial motive but rather an operating motive for merger and consolidation?

A) The portfolio diversification effect
B) Tax-loss carryforward
C) Greater financing capability
D) Synergy
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59
One of the reasons that companies merge with other companies is to secure access to a competing industry.
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60
An example of a horizontal merger would be

A) Pepsi and Sears.
B) McDonalds and Pillsbury.
C) Pepsi and Frito Lay.
D) Coca Cola and Dr. Pepper.
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61
The price that a company has to pay to purchase another firm is usually

A) the book value.
B) the market value.
C) some premium over current market value.
D) some discount of current market value.
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62
White Knights

A) advise companies on ways to avoid being taken over.
B) offer a higher purchase price and more friendly offer in the event of an unsolicited and unfriendly takeover attempt.
C) attempt to make money in the stock market on stocks that are likely merger candidates.
D) buy depressed stock of quality companies when merger talks are discontinued.
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63
All of the following are methods of avoiding takeovers except:

A) increasing the firm's cash level
B) moving corporate offices to advantageous states
C) staggering election of boards of directors
D) buying back shares
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64
In regard to two step buyouts,

A) the SEC highly approves of them.
B) the FTC highly approves of them.
C) the SEC is keeping a close eye on them.
D) the FTC is keeping a close eye on them.
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65
All of the following are potential challenges or downsides to mergers except:

A) anti-trust laws
B) dilution
C) firm valuation
D) synergies
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66
Which of the following terms is not specifically related to an unfriendly buyout?

A) Takeover tender offer.
B) White knight.
C) Saturday night special.
D) Synergy.
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67
Dilution in earnings per share occurs when a company with

A) a high P/E ratio buys a company with a low P/E ratio.
B) a low P/E ratio buys a company with a high P/E ratio.
C) a high growth rate in earnings per share buys a company with a low growth rate in earnings per share.
D) a low growth rate in earnings per share buys a company with a high growth rate in earnings per share.
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68
Which of the following is a tender offer that utilizes borrowed funds and the acquired firm's assets as collateral?

A) Unfriendly take-over
B) Divestiture
C) Two-step buy-out
D) Leveraged buy-out
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69
Aardvark Software, Inc. can purchase all the stock of Zebra Computer Services for $1,200,000 in cash. Zebra is expected to generate net after-tax cash flows of $100,000 per year for each of the next 12 years. Based solely on the cash flow analysis, Aardvark should

A) not purchase Zebra Computer Services.
B) purchase Zebra Computer Services.
C) purchase Zebra only if Aardvark's cost of capital is between 5% and 10%.
D) purchase Zebra only if Aardvark's cost of capital is above 10%.
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70
Under a two step buy-out procedure

A) shareholders receive a higher total price than if a single offer is made.
B) the second offer is at a higher price per share.
C) shareholders are encouraged to react quickly to the offer.
D) two of the above are correct.
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71
The portfolio effect in a merger has to do with

A) increasing EPS.
B) reducing risk.
C) creating tax advantages.
D) writing off goodwill.
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72
The Prad Corporation is considering a merger with the Stone Company which has 500,000 outstanding shares selling for $30. An investment banker has advised that to succeed in its merger Prad Corp. would have to offer $45 per share for Stone's stock. Prad Corp. stock is selling for $25. How many shares of Prad Corp. stock would have to be exchanged to acquire all of Stone's stock?

A) 266,667
B) 600,000
C) 900,000
D) none of these
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73
The two step buy-out is a recent merger ploy that has which of the following characteristics?

A) It is negotiated in a social, rather than a business setting.
B) The acquiring firm offers to pay a very high price for the target company's stock, and a short time later announces another price which may be higher or lower.
C) The acquiring firm offers to pay a very high price for the target company's stock for a limited time only, after which it will pay a considerably lower price.
D) It forces stockholders to sell out.
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74
Which of the following is not a form of compensation that selling stockholders could receive?

A) Stock
B) Cash
C) Stock Options
D) Fixed Income Securities
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75
Simon Manufacturing Co. is planning to acquire Garfunkel Engineering in a two-step buyout. Garfunkel has 1,500,000 shares of common stock currently outstanding, and the market price is currently at $25 per share. The first step of the buyout would offer to purchase 51% of Garfunkel Engineering common stock for $28 per share. The second step would be to exchange each remaining share of Garfunkel common for $5 in cash and a newly issued share of Simon Manufacturing convertible preferred stock, valued at $31.00 per share.
Simon Manufacturing's investment banker has suggested, as an alternative, a single-stage buyout at $32.50 per share for all of Garfunkel's common stock.
a) What is the total cost of the two-step buyout?
b) What is the total cost of the single step proposal?
c) If it wants to minimize the total cost of the acquisition, what should Simon Manufacturing do?
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76
The typical merger premium is

A) 0-20%
B) 40%
C) 40-60%
D) 60-80%
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77
The King Solomon Mining Company is contemplating a cash tender offer for the outstanding shares of Roanoke Coal Corporation. Roanoke Coal is expected to provide $175,000 in after-tax cash flow (after-tax income plus depreciation) each year for the next 20 years. In addition, Roanoke has a $400,000 tax loss carryforward which King Solomon Mining can use over the next two years ($200,000 per year).
If King Solomon Mining's corporate tax rate is 34% and its cost of capital is 12%, what is the cash price it should be willing to pay to acquire Roanoke based solely on it's cash-flow benefit over the next 20 years?
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78
Under SFAS 141 and 142, the following occurred

A) goodwill is now amortized
B) at least 4 times per year, goodwill must be tested to determine if impaired
C) allowed a one time write-down of all past goodwill impairment
D) created pooling of interests accounting
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79
Match between columns
The recognition that the whole may be equal to more than the sum of the parts.
tax-loss carryforward
The recognition that the whole may be equal to more than the sum of the parts.
consolidation
The recognition that the whole may be equal to more than the sum of the parts.
merger
The recognition that the whole may be equal to more than the sum of the parts.
synergy
The recognition that the whole may be equal to more than the sum of the parts.
merger premium
The recognition that the whole may be equal to more than the sum of the parts.
terms of exchange
The recognition that the whole may be equal to more than the sum of the parts.
two step buyout
The recognition that the whole may be equal to more than the sum of the parts.
White knight
The recognition that the whole may be equal to more than the sum of the parts.
Saturday night special
The recognition that the whole may be equal to more than the sum of the parts.
portfolio effect
The recognition that the whole may be equal to more than the sum of the parts.
market value maximization
The combination of two or more firms to form an entirely new entity.
tax-loss carryforward
The combination of two or more firms to form an entirely new entity.
consolidation
The combination of two or more firms to form an entirely new entity.
merger
The combination of two or more firms to form an entirely new entity.
synergy
The combination of two or more firms to form an entirely new entity.
merger premium
The combination of two or more firms to form an entirely new entity.
terms of exchange
The combination of two or more firms to form an entirely new entity.
two step buyout
The combination of two or more firms to form an entirely new entity.
White knight
The combination of two or more firms to form an entirely new entity.
Saturday night special
The combination of two or more firms to form an entirely new entity.
portfolio effect
The combination of two or more firms to form an entirely new entity.
market value maximization
The concept of maximizing the wealth of the stockholders.
tax-loss carryforward
The concept of maximizing the wealth of the stockholders.
consolidation
The concept of maximizing the wealth of the stockholders.
merger
The concept of maximizing the wealth of the stockholders.
synergy
The concept of maximizing the wealth of the stockholders.
merger premium
The concept of maximizing the wealth of the stockholders.
terms of exchange
The concept of maximizing the wealth of the stockholders.
two step buyout
The concept of maximizing the wealth of the stockholders.
White knight
The concept of maximizing the wealth of the stockholders.
Saturday night special
The concept of maximizing the wealth of the stockholders.
portfolio effect
The concept of maximizing the wealth of the stockholders.
market value maximization
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
tax-loss carryforward
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
consolidation
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
merger
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
synergy
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
merger premium
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
terms of exchange
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
two step buyout
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
White knight
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
Saturday night special
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
portfolio effect
A surprise offer made just before the market closes for the weekend and takes the target company's officers by surprise.
market value maximization
Value paid over the existing price of the acquired firm.
tax-loss carryforward
Value paid over the existing price of the acquired firm.
consolidation
Value paid over the existing price of the acquired firm.
merger
Value paid over the existing price of the acquired firm.
synergy
Value paid over the existing price of the acquired firm.
merger premium
Value paid over the existing price of the acquired firm.
terms of exchange
Value paid over the existing price of the acquired firm.
two step buyout
Value paid over the existing price of the acquired firm.
White knight
Value paid over the existing price of the acquired firm.
Saturday night special
Value paid over the existing price of the acquired firm.
portfolio effect
Value paid over the existing price of the acquired firm.
market value maximization
A loss that can be extended for a number of years to offset taxable income.
tax-loss carryforward
A loss that can be extended for a number of years to offset taxable income.
consolidation
A loss that can be extended for a number of years to offset taxable income.
merger
A loss that can be extended for a number of years to offset taxable income.
synergy
A loss that can be extended for a number of years to offset taxable income.
merger premium
A loss that can be extended for a number of years to offset taxable income.
terms of exchange
A loss that can be extended for a number of years to offset taxable income.
two step buyout
A loss that can be extended for a number of years to offset taxable income.
White knight
A loss that can be extended for a number of years to offset taxable income.
Saturday night special
A loss that can be extended for a number of years to offset taxable income.
portfolio effect
A loss that can be extended for a number of years to offset taxable income.
market value maximization
A merger price offer that takes place in two stages.
tax-loss carryforward
A merger price offer that takes place in two stages.
consolidation
A merger price offer that takes place in two stages.
merger
A merger price offer that takes place in two stages.
synergy
A merger price offer that takes place in two stages.
merger premium
A merger price offer that takes place in two stages.
terms of exchange
A merger price offer that takes place in two stages.
two step buyout
A merger price offer that takes place in two stages.
White knight
A merger price offer that takes place in two stages.
Saturday night special
A merger price offer that takes place in two stages.
portfolio effect
A merger price offer that takes place in two stages.
market value maximization
The buy-out ratio or terms of trade in a merger or an acquisition.
tax-loss carryforward
The buy-out ratio or terms of trade in a merger or an acquisition.
consolidation
The buy-out ratio or terms of trade in a merger or an acquisition.
merger
The buy-out ratio or terms of trade in a merger or an acquisition.
synergy
The buy-out ratio or terms of trade in a merger or an acquisition.
merger premium
The buy-out ratio or terms of trade in a merger or an acquisition.
terms of exchange
The buy-out ratio or terms of trade in a merger or an acquisition.
two step buyout
The buy-out ratio or terms of trade in a merger or an acquisition.
White knight
The buy-out ratio or terms of trade in a merger or an acquisition.
Saturday night special
The buy-out ratio or terms of trade in a merger or an acquisition.
portfolio effect
The buy-out ratio or terms of trade in a merger or an acquisition.
market value maximization
A third firm that management calls on to avoid the initial unfriendly takeover.
tax-loss carryforward
A third firm that management calls on to avoid the initial unfriendly takeover.
consolidation
A third firm that management calls on to avoid the initial unfriendly takeover.
merger
A third firm that management calls on to avoid the initial unfriendly takeover.
synergy
A third firm that management calls on to avoid the initial unfriendly takeover.
merger premium
A third firm that management calls on to avoid the initial unfriendly takeover.
terms of exchange
A third firm that management calls on to avoid the initial unfriendly takeover.
two step buyout
A third firm that management calls on to avoid the initial unfriendly takeover.
White knight
A third firm that management calls on to avoid the initial unfriendly takeover.
Saturday night special
A third firm that management calls on to avoid the initial unfriendly takeover.
portfolio effect
A third firm that management calls on to avoid the initial unfriendly takeover.
market value maximization
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
tax-loss carryforward
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
consolidation
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
merger
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
synergy
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
merger premium
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
terms of exchange
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
two step buyout
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
White knight
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
Saturday night special
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
portfolio effect
The combination of two or more firms in which one firm acquires the others, causing them to lose their identity.
market value maximization
The impact of a given investment on the overall risk-return composition of the firm.
tax-loss carryforward
The impact of a given investment on the overall risk-return composition of the firm.
consolidation
The impact of a given investment on the overall risk-return composition of the firm.
merger
The impact of a given investment on the overall risk-return composition of the firm.
synergy
The impact of a given investment on the overall risk-return composition of the firm.
merger premium
The impact of a given investment on the overall risk-return composition of the firm.
terms of exchange
The impact of a given investment on the overall risk-return composition of the firm.
two step buyout
The impact of a given investment on the overall risk-return composition of the firm.
White knight
The impact of a given investment on the overall risk-return composition of the firm.
Saturday night special
The impact of a given investment on the overall risk-return composition of the firm.
portfolio effect
The impact of a given investment on the overall risk-return composition of the firm.
market value maximization
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Match between columns
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
tender offer-take over
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
horizontal integration
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
two step buy-out
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
vertical integration
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
market value maximization
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
merger arbitrageur
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
synergy
An unfriendly acquisition which is not initially negotiated with the management of the target firm.
merger premium
2 + 2 = 5 effect.
tender offer-take over
2 + 2 = 5 effect.
horizontal integration
2 + 2 = 5 effect.
two step buy-out
2 + 2 = 5 effect.
vertical integration
2 + 2 = 5 effect.
market value maximization
2 + 2 = 5 effect.
merger arbitrageur
2 + 2 = 5 effect.
synergy
2 + 2 = 5 effect.
merger premium
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
tender offer-take over
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
horizontal integration
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
two step buy-out
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
vertical integration
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
market value maximization
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
merger arbitrageur
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
synergy
A specialist in merger investments who attempts to capitalize on the difference between the value offered and the current market value of the acquisition candidate.
merger premium
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
tender offer-take over
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
horizontal integration
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
two step buy-out
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
vertical integration
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
market value maximization
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
merger arbitrageur
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
synergy
That part of a buy-out or exchange offer which represents a value over and above the market value of the acquired firm.
merger premium
The acquisition of buyers and sellers of goods and services to the company.
tender offer-take over
The acquisition of buyers and sellers of goods and services to the company.
horizontal integration
The acquisition of buyers and sellers of goods and services to the company.
two step buy-out
The acquisition of buyers and sellers of goods and services to the company.
vertical integration
The acquisition of buyers and sellers of goods and services to the company.
market value maximization
The acquisition of buyers and sellers of goods and services to the company.
merger arbitrageur
The acquisition of buyers and sellers of goods and services to the company.
synergy
The acquisition of buyers and sellers of goods and services to the company.
merger premium
The concept of maximizing the wealth of the stockholders.
tender offer-take over
The concept of maximizing the wealth of the stockholders.
horizontal integration
The concept of maximizing the wealth of the stockholders.
two step buy-out
The concept of maximizing the wealth of the stockholders.
vertical integration
The concept of maximizing the wealth of the stockholders.
market value maximization
The concept of maximizing the wealth of the stockholders.
merger arbitrageur
The concept of maximizing the wealth of the stockholders.
synergy
The concept of maximizing the wealth of the stockholders.
merger premium
Acquiring competitors which is often curbed by antitrust policy.
tender offer-take over
Acquiring competitors which is often curbed by antitrust policy.
horizontal integration
Acquiring competitors which is often curbed by antitrust policy.
two step buy-out
Acquiring competitors which is often curbed by antitrust policy.
vertical integration
Acquiring competitors which is often curbed by antitrust policy.
market value maximization
Acquiring competitors which is often curbed by antitrust policy.
merger arbitrageur
Acquiring competitors which is often curbed by antitrust policy.
synergy
Acquiring competitors which is often curbed by antitrust policy.
merger premium
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
tender offer-take over
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
horizontal integration
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
two step buy-out
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
vertical integration
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
market value maximization
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
merger arbitrageur
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
synergy
A type of takeover in which two offers are made: an initial offer to buy 51% of the stock at a price above current market value for a limited time only, after which a price below the current market value will be paid.
merger premium
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