To evaluate 'demerger' as a strategic objective
- Art: Diplomarbeit
- Autor: Matthias Feik
- Abgabedatum: März 1997
- Umfang: 117 Seiten
- Dateigröße: 4,4 MB
- Note: 1,7
- Institution / Hochschule: Fachhochschule Osnabrück Deutschland
- ISBN (eBook): 978-3-8324-0147-4
-
ISBN (Paperback) :
978-3-8324-0147-4 P - ISBN (CD) :978-3-8324-0147-4 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Feik, Matthias März 1997: To evaluate 'demerger' as a strategic objective, Hamburg: Diplomica Verlag
- Schlagworte: Demerger, Desinvestition, Shareholder Value, Umwandlung, Unternehmensrestrukturierung
In den Warenkorb
38,00 €
Diplomarbeit von Matthias Feik
Abstract:
In general, the focus of an investigation an demerger Gould range from its economic implications to its political, social, legal or business implications. However, it seems reasonable to conduct an early investigation of demerger not from an economic, political or social viewpoint, since there has not been enough demerger activity yet to evaluate its greater economic, political or social implications.
Therefore, this paper will try to evaluate demerger from a company's point of view. Le., to look at demerger from a corporate strategy angle. In this context it is also regarded necessary to take some of its legal background into consideration.
To evaluate'demerger' as one strategic objective for a company's management, the trst aim of this dissertation shall be to detect evidence regarding underlying 'demerger' rationales of the past. Therefore, the question:
What are the reasons for conducting a demerger ? will be addressed.
Furthermore, since demerger can only be regarded as a strategic objective if it actually improves the chances of a company to enhance its future position and prospects, it is necessary to raise two further questions. Hence, derived from the evidence found, the author will address the questions:
What are the benefits associated with demerger ? and What are the problems which appear to be involved ih demerger ?
The second aim of this dissertation will consequently be to find answers to these questions. This will lead to a better understanding of the reasons why some corporate managers consider'demerger' as an appropriate strategic mean, while others still seem to be hesitant about it.
Please acknowledge that the analysis of the 'demerger' Gases conducted in this dissertation cannot be representative since it only refers to certain UK ‚demergers'. An analysis that covers a wider scope Gould not be conducted. This was due to the limited timeframe which was set for this dissertation. However, the empirical evidence displayed in this paper will introduce findings of 'demerger' studies which haue the necessary scope and depth to be interpreted as representative.
Table of Contents:
| PREFACE | II | |
| TABLES | VII | |
| 1. | INTRODUCTION | 1 |
| 1.1 | HISTORICAL BACKGROUND | 1 |
| 1.2 | PROBLEMS OF THIS INVESTIGATION | 4 |
| 1.3 | AIM OF INVESTIGATION | 5 |
| 1.4 | METHODOLOGY | 6 |
| 2. | FUNDAMENTALS / CONCEPTUAL FRAMEWORK | 9 |
| 2.1 | INTRODUCTION TO ALTERNATIVE STRATEGIC DIRECTIONS OF A CORPORATE STRATEGY | 9 |
| 2.1.1 | Do-nothing alternative | 9 |
| 2.1.2 | Internal growth alternatives | 10 |
| 2.1.3 | External growth alternatives | 10 |
| 2.1.3.1 | Focus and implementation techniques | 10 |
| 2.1.3.2 | Successes of mergers and acquisitions | 13 |
| 2.1.4 | Disinvestment alternatives | 16 |
| 2.1.4.1 | General Overview | 16 |
| 2.1.4.2 | Focus and implementation techniques | 17 |
| 2.2 | ANALYSIS OF THE TERM 'DEMERGER' | 19 |
| 2.2.1 | Definition of demerger | 19 |
| 2.2.2 | Demerger within the corporate disinvestment context | 24 |
| 2.3 | ISSUES IN A DEMERGER CONTEXT | 24 |
| 2.3.1 | Technical Issues | 25 |
| 2.3.2 | Taxation Issues | 26 |
| 2.4 | SUMMARY | 28 |
| 3. | DEMERGER HYPOTHESES | 30 |
| 3.1 | INTRODUCTION | 30 |
| 3.2 | MANAGERIAL EFFICIENCY HYPOTHESIS | 31 |
| 3.3 | ALTERATION OF CONTRACT' HYPOTHESIS | 32 |
| 3.4 | OPPORTUNITY SET OF SECURITIES' HYPOTHESIS | 32 |
| 3.5 | WEALTH TRANSFER HYPOTHESIS | 33 |
| 3.6 | SUMMARY | 34 |
| 4. | DEMERGER ANALYSIS | 35 |
| 4.1 | INTRODUCTION | 35 |
| 4.2 | ANALYSIS OF THE CORPORATE ENVIRONMENT | 36 |
| 4.2.1 | Institutional Investors / Changing Investment Patterns | 37 |
| 4.2.2 | Corporate Advisors | 38 |
| 4.2.3 | Inflation | 39 |
| 4.2.4 | Market Preferences | 40 |
| 4.3 | ANALYSIS OF IMPORTANT CASES | 41 |
| 4.3.1 | Structure of analysis | 43 |
| 4.3.2 | Imperial Chemical Industries (ICI) | 44 |
| 4.3.2.1 | Company profile and developments prior to the demerger | 44 |
| 4.3.2.2 | Rationale of the demerger | 47 |
| 4.3.2.3 | Demerger hypotheses revisited | 49 |
| 4.3.3 | Hanson Trust | 51 |
| 4.3.3.1 | Company profile and developments prior to the demerger | 51 |
| 4.3.3.2 | Rationale of the demerger | 54 |
| 4.3.3.3 | Denverger hypotheses revisited | 56 |
| 4.3.4 | British Gas | 57 |
| 4.3.4.1 | Company profile and developments prior to the demerger | 57 |
| 4.3.4.2 | Rationale of the demerger | 59 |
| 4.3.4.3 | Demerger hypotheses revisited | 61 |
| 4.3.5 | Thorn EML | 62 |
| 4.3.5.1 | Company profile and developments prior to the demerger | 62 |
| 4.3.5.2 | Rationale of the demerger | 64 |
| 4.3.5.3 | Demerger hypotheses revisited | 66 |
| 4.4 | SUMMARY | 67 |
| 5. | EVIDENCE ON DEMERGER | 69 |
| 5.1 | EMPIRICAL EVIDENCE / CASE EVIDENCE | 69 |
| 5.1.1 | Studies | 69 |
| 5.1.2 | Findings | 70 |
| 5.1.2.1 | General findings | 70 |
| 5.1.2.2 | 'Managerial Efficiency' | 71 |
| 5.1.2.3 | Alteration of Contract | 72 |
| 5.1.2.4 | 'Opportunity Set of Securities' | 73 |
| 5.1.2.5 | Wealth Transfer | 73 |
| 5.1.3 | Comments an methodology applied | 75 |
| 5.2 | ADDITIONAL CASE EVIDENCE | 76 |
| 5.2. | Defense Tactic | 76 |
| 5.2.2 | 'Market Timing' | 78 |
| 5.2.3 | Shrink to Grow | 78 |
| 5.3 | SUMMARY | 79 |
| 6. | DEMERGER SYNTHESES / EVALUATION. | 81 |
| 6.1 | BENEFITS ASSOCIATED | 81 |
| 6.1.1 | Performance viewpoint | 82 |
| 6.1.2 | Operational viewpoint | 83 |
| 6.1.2.1 | Management | 83 |
| 6.1.2.2 | Contracts and Relations | 84 |
| 6.1.3 | Financial viewpoint | 84 |
| 6.2 | PROBLEMS INVOLVED | 85 |
| 6.2.1 | Taxation viewpoint | 85 |
| 6.2.2 | Operational viewpoint | 86 |
| 6.2.3 | Costs | 87 |
| 6.2.3.1 | One-off costs | 87 |
| 6.2.3.2 | On-going costs | 87 |
| 6.3 | SUMMARY | 88 |
| 7. | FINAL COMMENT | 91 |
| GLOSSARY | 92 | |
| DICTIONARY | 100 | |
| BIBLIOGRAPHY | 101 |
In den Warenkorb
38,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832401474
Arbeit zitieren:
Feik, Matthias März 1997: To evaluate 'demerger' as a strategic objective, Hamburg: Diplomica Verlag
Schlagworte:
Demerger, Desinvestition, Shareholder Value, Umwandlung, Unternehmensrestrukturierung
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