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    Material Adverse Change: Lessons from Failed M&As
    Material Adverse Change: Lessons from Failed M&As
    Material Adverse Change: Lessons from Failed M&As
    Ebook355 pages4 hours

    Material Adverse Change: Lessons from Failed M&As

    By Robert V. Stefanowski

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    Boost M&A outcomes with less risk by learning from mistakes of the past

    Material Adverse Change will help you close more successful mergers and acquisitions by analyzing the common root causes of deal failures from before the Great Recession to today. The time between signing and closing a deal is a particularly risky period where the buyer has committed to purchase the company, but the seller continues to operate it while waiting for regulatory approval or funding to close out the deal. A Material Adverse Change clause allows the buyer to back out of the transaction if certain adverse events occur during this period. By designing this safety net into the contract, you’re free to take the time to examine records, meet with employees, and fully understand the legal issues at hand. If the target loses value during that time, in certain cases, you’re free to walk away. This book explores the full power of the Material Adverse Change clause, and today’s M&A in general. You’ll dig into the real causes of M&A failure, and discover the traits and practices that lead to poor results as you learn how to avoid these common mistakes and drive more successful deals. Recent case studies highlight common mistakes made—and propagated—by otherwise intelligent people, so you can identify and eliminate these practices within your own organization.

    A large acquisition is already a delicate balancing act. Why complicate it with the exponential risk by not doing your homework? This book shows you how to apply best practices to increase your chances of successful deals and avoid potentially career ending mistakes. 

    • Explore the true root causes of M&A failures of the past
    • Analyze the personality traits that drive suboptimal outcomes
    • Implement new practices to avoid mistakes and close successful deals
    • Learn why common-sense errors are repeated over and over again
    The M&A market has grown to become a major factor in the global economy, yet many buyers do less investigation than consumers making everyday purchases. Material Adverse Change shows you how to slash risk and improve your chances of completing better deals.
    LanguageEnglish
    PublisherWiley
    Release dateMar 26, 2018
    ISBN9781118236383
    Material Adverse Change: Lessons from Failed M&As

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      Material Adverse Change - Robert V. Stefanowski

      Introduction: The Risks and Opportunities of Doing a Deal

      Did any board member suggest that Bank of America should go ahead and invoke the MAC?

      No, not at that point…most people thought the severity of the reaction meant that they (i.e., U.S. Federal Reserve and Treasury) firmly believed it was systemic risk.

      —Ken Lewis, former chairman and CEO of Bank of America during U.S. Attorney Deposition on Executive Compensation February 26, 2009¹

      On October 8, 2002, Fred Goodwin, then CEO of Royal Bank of Scotland (RBS), outbid Bob Diamond, the head of Barclays Capital, to conclude his long quest to purchase ABN AMRO Bank for $96.5 billion. Goodwin had built RBS from a small regional bank to a global powerhouse that was one of the largest banks in the world. For his efforts, Goodwin was voted Businessman of the Year by Forbes magazine in 2002. He had earned the name Fred the Shred for his ability to ruthlessly take out people while reducing the cost of operating the companies he acquired. Forbes proclaimed, In a tough era for lenders, Fred Goodwin has built his bank into the world's fifth largest with a market cap of $70 billion.² Goodwin had a pragmatic approach to acquisitions, leveraging his instinct and experience running businesses to buy and transform companies.

      Five years later, this jewel of an acquisition did not live up to expectations. Credit losses in the ABN loan book, key employee departures, an inability to integrate the complex ABN AMRO computer systems, and an overall downturn in the economy drove RBS's stock price from a high of over £7.00 per share ($4.2 per share) to a low of less than 50 pence per share (31 cents per share). Material adverse events in the company proved that a purchase price of close to $100 billion was more than ABN AMRO was truly worth.

      With the continued deterioration of the economy and the rising of a Great Recession, the issues surrounding this deal became more and more apparent. Indeed, by the time of the depths of the recession in December 2007, for the same $100 billion that RBS used to buy ABN AMRO, an investor could have purchased 100 percent of Goldman Sachs, RBS, General Motors, Citibank, Deutsche Bank, and Merrill Lynch all together.³

      What Can You Get for $100 Billion?

      Despite his best intentions and a desire to enhance the value to RBS shareholders by purchasing an exciting new business, this unfortunate acquisition cost Fred Goodwin his job. Thousands of shareholders who had invested in RBS stock lost all of their value. Goodwin was summarily dismissed from RBS, villainized by the press, and received threats on his personal safety. He was forced to leave his home and retreat to a friend's Majorcan Villa to avoid the press and an angry public. It was not until May 2016, over eight years after the fateful acquisition, that Goodwin was finally cleared of all criminal charges relative to the RBS deal.

      This book is not intended to cast blame on CEOs, investment bankers, or other advisors unfortunate enough to be involved in failed transactions. I have found these constituencies to be hardworking and largely interested in the success of the companies they work for. Rather, it is to probe why deals don't work and the risks implicit in major transactions such as RBS paying close to $100 billion to purchase ABN AMRO. Through a review of past failures and the reasons behind these failures, we can better anticipate the potential pitfalls of future deals and avoid the disruption to a company and destruction of wealth to shareholders when deals don't work.

      In the mergers and acquisitions (M&A) profession, due diligence is defined as the work accountants, lawyers, human resources, risk departments, senior executives, and other key personnel of the buyer complete prior to agreeing to purchase a company. Take the analogy of a newly married couple who wish to buy their first house; we will call them the Wilsons. The Wilsons typically look through the real estate listings, talk to a realtor, visit several properties, and narrow the search down to one house. At this point they will do a more detailed review of the property, looking for areas that may be damaged and in need of repair or replacement, or areas that the seller should correct before he sells the house. The Wilsons will likely hire outside experts such as an inspector to examine the house, an appraiser to verify the home's market value, a lawyer to help negotiate terms, and so forth. In essence, the Wilsons will want to be more than comfortable with the home before they commit money to purchase it.

      Similarly, in successful acquisitions, a corporate or financial buyer of a company will analyze the financial position of the target, meet with key management, review the operations, update the company's financial projections, and investigate legal liabilities, all to determine if the company is worth the price being paid. Deal teams will hire consultants, lawyers, and accountants to help them with this process. Once complete, the buyer will sign a contract to purchase the company at a specified price over a certain time period.

      In larger M&A deals, there is normally a time period between actual agreement to purchase (signing) and the completion of the transaction (closing). This time is used to satisfy contingencies such as government approval for the deal to happen, shareholder consents, employee union agreements, or agreements from other parties who need to consent to the transaction. Once all of these have been satisfied, the buyer and seller will move toward final closing of the transaction. It can take months to close a deal after contracts have been signed. This time between signing and closing is one of the most risky parts of the entire M&A process.

      Take the example of the Wilsons, who now own the perfect home (as a result of completing very good due diligence!) and decide they need a car to go with it. They decide to buy a used car to save money and enter into a contract to purchase the car on Monday (signing). During the week they will withdraw the cash, arrange for financing and insurance, and then pay for and take possession of the car on Friday (closing). The Wilsons will absolutely want the car to be in the same condition on Friday that it was on Monday when they agreed to purchase it. But what if the owner decided to drive across the country from Tuesday to Thursday? What if the car was in an accident on Wednesday? Clearly the Wilsons will want some protection that the car will be in the same condition on Friday as it was when they agreed to purchase it on Monday if not to be able to walk away from the purchase.

      Buyers in the M&A world face the same challenges. The target continues to function between signing and closing and is subject to the external risks of the business, the economy, and other acts beyond its control. Therefore, a buyer is at risk as they have agreed to purchase the company at signing, but the existing management team continues to run the company on a daily basis, hopefully well, for the buyer. A legal clause referred to as a material adverse change (MAC) has been crafted by attorneys to protect the buyer during this period between signing and closing.

      An MAC allows the buyer to walk away from the deal if the target does not continue to run the company effectively or the firm incurs material changes that make the company less valuable. Attorneys have made the MAC clause much more complicated over the years. For example, years ago MAC clauses allowed buyers to walk away from transactions for the occurrence of natural disasters, acts of war, or terrorism. Unfortunately, due to the turmoil in the world since then, such events are no longer infrequent and these are no longer legitimate reasons for a buyer to walk away from a deal. But the concept remains the same. The buyer can back out of the deal if certain other bad things happen between signing and closing

      The combination of due diligence and an MAC provision sounds perfect. In theory, the buyer gets to spend as much time as they want reviewing the corporate records; meeting with key employees; understanding the legal, environmental, and risk issues; and gaining an overall comfort with the target operations before agreeing to the purchase. Further, the MAC clause allows the buyer to walk away if material unusual events occur after they have agreed to buy in concept, but before they make final payment.

      But many CEOs of major corporations do not exercise these rights as buyers or do enough due diligence to fully understand what they bought. Whether it is RBS's purchase of ABN AMRO or Bank of America's purchase of Merrill Lynch, these mistakes can have dramatic impacts for their company, their shareholders, and their careers. But bad deals continue to happen time after time. What are the factors motivating CEOs to put their careers on the line to acquire large companies? Why does this continue to happen despite highly publicized acquisition failures and the potential civil and criminal liability for the individuals involved? Why are successful companies not satisfied with where they are, pursuing a logical and orderly method of organic growth to improve their performance?

      This book attempts to answer these questions. Whether you are a corporate CEO, an investment banker directly involved in M&A, an attorney, a human resources executive, a CFO, or a casual reader of business books, it will provide guidance on how to avoid these mistakes going forward. Landmark M&A case studies, such as Bank of America's purchase of Merrill Lynch and Kraft's purchase of Cadbury, will be used to answer these questions and provide hard evidence as to why these errors that defy common sense continue to be committed by well-established, successful, and highly intelligent businesspeople.

      NOTES

      1. U.S. Legal Support Inc., Examination of Kenneth Lewis, taken at the State of New York of the Attorney General, February 26, 2009.

      2. Forbes, December 22, 2002.

      3. Based on total market capitalization of the firms as of 12/31/08 as listed in Fact Set.

      CHAPTER 1

      Why Bad Deals Happen

      This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves—technology and biscuits.

      —Lou Gerstner, former chairman and CEO, IBM, commenting on Cisco's proposed acquisition of Nabisco from Kraft Foods

      A PRACTICAL APPROACH TO MERGERS AND ACQUISITIONS

      What do you look for when deciding on a bank to deposit your money? Given the recent large bank failures, the financial strength of the bank is certainly one main consideration. You may also be interested in the bank's customer service, checking account options, hours of operation, and so on. More financially experienced individuals will try to find the bank with the highest interest rates paid on customer deposits. For the most part, choosing a bank is a purely fact-based, rational decision.

      Now assume that you are the CEO of a global company and are trying to decide what company to buy. Criteria will include the company strategy, quality of personnel, and of course the rate of return and profit you can earn. So it should be easy. Rank the companies for sale by their level of return and pick the highest one. For those of you who took business in college, remember the concept of net present value? You calculate the expected cash flows of the company and discount them by your firm's weighted average cost of capital. The project with the highest internal rate of return¹ (IRR) is the one you choose.

      Many of the university students I teach assume that this simple, scientific, and straightforward approach is how it works in the real world. This is the way the math works. This is how it was explained in the college corporate finance classes.

      My professor is a brilliant person—it must be right. It takes a long time to convince students that the real world is much more complicated than this. Subjective judgments, personal agendas, egos, and a whole host of other human emotions often have more impact on these decisions than the pure numbers suggest.

      In my experience, a purely academic approach to mergers and acquisitions is rarely the best way to make a decision. For example, an absolute comparison of returns versus cost of capital may have been a primary driver at the start of Royal Bank of Scotland's (RBS's) process to purchase ABN AMRO. However, as the auction went along and competition for ABN intensified between RBS and Barclays bank, it became less about the numbers and more about the softer items such as each firm's reputation, the impact to stock price of winning or losing the auction, public perception of the deal, and the attitudes of employees and customers.

      A CASE STUDY: RBS BUYS ABN AMRO

      Many postmortems have been written on Fred Goodwin's relentless pursuit of ABN AMRO. Early in the process, several internal and external RBS constituencies began to question the true motivations around this acquisition. One RBS analyst said at the time, Some of our investors think Sir Fred is a megalomaniac who cares more about size than shareholder value.² But either these concerns never filtered up to the boardroom or, more likely, they were discussed and discounted; the momentum of a deal and commitment toward closing can often override very legitimate issues.

      It must have been difficult to justify the ultimate purchase price of $96.5 billion when the initial bid from RBS in March 2008 was $92.4 billion. Did the fundamental operations and value of ABN AMRO improve by over $4.0 billion in the span of six months? In reality, a combination of poor integration, unrealistic projections, and a softening economy drove a significant loss in the value of ABN operations during this six-month period, and the price should have gone down, not up. An RBS trader commented at the time that once you started to look around ABN's trading books, you realized that a lot of their businesses, where valuations were based on assumptions, were based on forecasts that were super-aggressive.³

      In hindsight, losing this deal may be the best thing that ever happened to Barclays and the CEO of Barclays Capital Bob Diamond. RBS never recovered from difficulty in integrating ABN AMRO, the poor asset quality, and the massive losses it incurred. In June 2007, RBS raised £12 billion of capital by issuing new shares in a rights offering to try to save the company from the massive overpayment and operating losses resulting from the ABN acquisition. At the time, this rights offering was the largest fundraising in the history of the British public equity markets; however, it still proved to be insufficient.

      News of the serious issues associated with the acquisition of ABN was leaking to the market and the firm's capitalization decreased by more than a quarter—more than the total amount of capital raised by the rights offering itself. By October 7, 2008, RBS, its management team, its shareholders, and the U.K. government all realized that it was too late. The U.K. Treasury Select Committee started to provide emergency liquidity to RBS; in effect U.K. taxpayers were becoming the major shareholders in the new RBS.

      In contrast, Barclays went on to be very successful. The bank has had some more recent issues, but Barclays had a strong enough balance sheet to withstand the Great Recession without bailout support from the government. Bob Diamond was ultimately promoted from the head of Barclays Capital to succeed John Varley as the head of the entire bank. While Diamond was dismissed from his post in 2012 for issues related to the LIBOR scandal, he was fortunate enough to have prolonged his tenure at Barclays by avoiding a disaster deal in ABN. In the world of M&A, winning the deal is not always the best outcome. The party that wins a competitive auction for a company is normally the party that is willing to pay the most! While this works out fantastically in some cases, it can cause problems for the buyers. As we saw with RBS, winning a deal may be the biggest curse of all.

      MOTIVATIONS FOR DEALS

      RBS's purchase of ABN AMRO seems truly illogical in hindsight. So why did it happen? Simple human nature is involved in all of these deals. It is easy to lose perspective, to forget the facts, and to become emotionally vested in the purchase. Many people can sympathize with this phenomenon. Have you ever paid more than you should have for a new home, a car, or a designer handbag because you became emotionally invested and just had to have it? Marketers all over the world depend on this human trait to sell product. As we see time and time again, it is no different in the scientific world of corporate finance.

      Many CEOs are Type A personalities who like being in charge and enjoy the spotlight of the press. The battle for ABN was covered daily in the national press. While not intentional, it could be that the competitive nature of each CEO had as much to do with the rising price for ABN as the detailed acquisition models used to derive a fair price. In fact, by the time the purchase price rose to $96.5 billion, I imagine that the internal rate of return of the escalating bids for ABN AMRO was largely ignored while many of the softer issues were driving the ultimate decision.

      A CASE STUDY: BANK OF AMERICA BUYS MERRILL LYNCH

      The merger between Bank of America (BofA) and Merrill Lynch in September 2008 is another high-profile example of this phenomenon. Bank of America, headquartered in Charlotte, North Carolina, operated retail bank branches throughout the United States and the rest of the world. Originally founded in 1904, BofA had grown to be the largest retail bank in the United States.

      Ken Lewis grew up in the southern United States, graduated from Georgia State University, and joined North Carolina National Bank in 1969. He became CEO of the successor organization, Bank of America, in 2001 upon the retirement of Hugh McColl. Lewis was admired for his strategic vision, execution of acquisitions, and ability to improve the operations of companies he acquired. By the mid-1990s, BofA had become a premier retail bank and Lewis was awarded Banker of the Year by American Banker in 2008 (American Banker, October 2008).

      However, as a retail bank based in the southern United States, BofA did not have the prestigious reputation of the high-powered investment banks on Wall Street that were advising on multibillion-dollar acquisitions. Although widely respected, BofA was a large retail bank that took in consumer and corporate deposits and lent them out for car loans, home mortgages, leveraged loans, and other financing to individuals and corporations. BofA was headquartered in North Carolina, not New York City. Their core business was not as sexy as the billion-dollar transactions and initial public offerings being negotiated by investment banks making millions of dollars in fees for their firms and for themselves. While Lewis ran a first-class organization in its own right, it was and would always be considered second-tier to the global investment banks on Wall Street.

      Merrill Lynch was a venerable investment bank on Wall Street with a heritage dating back to the early twentieth century. Founded by Charles Merrill and Edmund Lynch, Merrill became one of the leading providers of wealth management, securities, trading, corporate finance, and investment banking. The reputation Merrill held was very different from that of BofA. As a full-service investment bank headquartered on Wall Street, Merrill was absolutely included in the Wall Street elite. Over the years, Merrill's investment bank directed some of the largest and most visible transactions in the world of global financial services. Merrill's equity division had taken some of the most famous companies in the world public via initial public offerings. Merrill was able to attract the best recruits out of

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