Name:
Class:
Date:
Page 1
Indicate whether the statement is true or false.
1. Restructuring strategies are commonly used to correct or deal with the results of ineffective mergers and acquisitions.
a.
True
b.
False
2. One of the potential problems associated with acquisitions is that the additional costs required to manage the larger firm
will exceed the benefits of economies of scale and additional market power.
a.
True
b.
False
3. Restructuring refers to changes in the composition of a firm’s set of businesses or its financial structure.
a.
True
b.
False
4. Research suggests that horizontal acquisitions of firms with dissimilar characteristics result in higher performance
levels.
a.
True
b.
False
5. Acquisitions can become a substitute for innovation in some firms and trigger future rounds of acquisitions.
a.
True
b.
False
6. Hostile acquisitions provide greater financial returns to the acquiring company as it is easier for managers to integrate
the firms.
a.
True
b.
False
7. A major problem with buying other companies in order to gain access to their product lines is that the acquiring firm
may lose its own ability to innovate.
a.
True
b.
False
8. Transaction costs resulting from an acquisition refer to the direct and indirect costs resulting from the use of acquisition
strategies to create synergies.
a.
True
b.
False
9. When the actual results of an acquisition strategy fall short of the projected results, firms consider using restructuring
strategies.
a.
True
b.
False
10. The recent financial crisis made it difficult for firms to complete “megadeals” and the slowdown in merger and
acquisition has continued in 2011.
a.
True
Name:
Class:
Date:
Page 2
b.
False
11. Downsizing may be necessary because acquisitions often create a situation in which the newly formed firm has
duplicate organizational functions such as sales, manufacturing, distribution, human resources, and management.
a.
True
b.
False
12. Most acquisitions that are designed to achieve greater market power entail buying a competitor, a supplier, a
distributor, or a business in a highly related industry.
a.
True
b.
False
13. United Technologies Corp. (UTC) uses acquisitions of firms such as Otis Elevator Company (elevators, escalators,
and moving walkways) and Carrier Corporation (heating and air conditioning systems) as the foundation for
implementing its related diversification strategy.
a.
True
b.
False
14. Horizontal acquisitions and related acquisitions tend to contribute less to a firm’s competitiveness than do unrelated
acquisitions.
a.
True
b.
False
15. When a firm becomes highly diversified through acquisitions, managers often focus on financial controls rather than
strategic controls.
a.
True
b.
False
16. Firms can increase their speed to market for new products by pursuing an internal product development strategy rather
than an acquisition strategy.
a.
True
b.
False
17. It is relatively common for a firm to develop new products internally to diversify its product lines.
a.
True
b.
False
18. The relatively strong U.S. dollar has increased the interest of firms from other nations to acquire U.S. companies.
a.
True
b.
False
19. In the final analysis, firms use merger and acquisition strategies to improve their ability to create value for all
stakeholders, including stockholders.
a.
True
b.
False
20. The current Chinese cross-border strategy is to focus on buying global brands, sales networks, and goodwill in
Name:
Class:
Date:
Page 3
branded products.
a.
True
b.
False
21. Moon-in-June, a designer and manufacturer of wedding dresses, has decided to purchase a retail chain specializing in
bridal wear. This purchase will be useful in gaining more market power for Moon-in-June.
a.
True
b.
False
22. Downscoping represents a reduction in the number of a firm’s employees and sometimes in the number of its operating
units, but it may or may not represent a change in the composition of businesses in the corporation’s portfolio.
a.
True
b.
False
23. Downscoping makes management of the firm more effective because it allows the top management team to better
understand the remaining businesses.
a.
True
b.
False
24. Junk bonds are now used more frequently to finance acquisitions primarily because of the belief that debt disciplines
managers.
a.
True
b.
False
25. Research has shown that maintaining a low or moderate level of firm debt is critical to the success of an acquisition,
even when substantial leverage was used to finance the acquisition itself.
a.
True
b.
False
26. The intent of the owners in a whole-firm leveraged buyout may be to increase the efficiency of the bought-out firm
and resell it in 5–8 years. This tends to make the managers of the bought-out firm high-risk takers, since they will
probably not survive the resale and thus have little to lose.
a.
True
b.
False
27. Top managers typically become overly focused on acquisitions because only they can perform most of the tasks
involved, such as performing due diligence on the target firm.
a.
True
b.
False
28. Research shows that in times of high or increasing stock prices, due diligence is relaxed and firms often overpay for
acquisitions and the long-run performance of the newly formed form suffers.
a.
True
b.
False
29. Traditionally, leveraged buyouts were used as a restructuring strategy to correct managerial mistakes or because the
firm’s managers were making decisions that primarily served their own interests rather than those of the shareholders.
Name:
Class:
Date:
Page 4
a.
True
b.
False
30. Private synergies are unique to the acquired and acquiring firms and could not be developed by combining either
firm’s assets with another company.
a.
True
b.
False
31. Research suggests that emerging economy firms pay a higher premium than other firms when making cross-border
acquisitions.
a.
True
b.
False
32. Evidence suggests that acquisitions usually lead to favorable financial outcomes, especially for the acquiring firm.
a.
True
b.
False
33. Junk bonds are a financing option through which risky acquisitions are financed with debt that provides a large
potential return to bondholders.
a.
True
b.
False
34. A merger is defined as a strategy in which one firm purchases controlling interest in another firm.
a.
True
b.
False
35. Wilberforce Press is a small book publishing firm in Iowa that has been owned by the same family since 1895. It is
being purchased by Ozarka Publishing, another family-run business in Nebraska, which has been a specialty publisher for
77 years. Each company is known for its unique culture passed down from its founders. Executives and employees in both
firms have “grown up” with their companies. Because both these companies have a long, stable history in highly related
industries, this acquisition has a high probability of success.
a.
True
b.
False
36. The lower the barriers to entry, the more likely firms will use acquisition as a means to enter a market.
a.
True
b.
False
37. Research suggests that horizontal acquisitions result in higher performance when the firms have similar strategies,
assets, and capabilities.
a.
True
b.
False
38. Top manager participation in and overseeing the activities required for making acquisitions can divert managerial
attention from other matters that are necessary for long-term competitive success.
a.
True
b.
False
Name:
Class:
Date:
Page 5
39. Unrelated diversified firms become overdiversified with a smaller number of business units than do firms using a
related diversification strategy.
a.
True
b.
False
40. A horizontal acquisition involves two firms in the same industry.
a.
True
b.
False
41. Typical returns on acquisitions for acquiring firms are close to zero.
a.
True
b.
False
42. Firms are more likely to enter a market through acquisition when high product loyalty is present in the industry.
a.
True
b.
False
43. Synergy is created by the efficiencies derived from economies of scale and economies of scope and by sharing
resources across the businesses in the merged firm.
a.
True
b.
False
44. A merger is a strategy through which two firms agree to integrate their operations on a relatively coequal basis.
a.
True
b.
False
45. A related acquisition involves two firms in the same industry.
a.
True
b.
False
46. The outcome of downsizing, downscoping, and leveraged buyouts is higher performance.
a.
True
b.
False
47. The reasons why a firm would overpay for a company that it acquires include inadequate due diligence.
a.
True
b.
False
48. Research suggests that government ownership of emerging economy firms leads to overpayment in cross-border
acquisitions and that overpayment reduces value for minority shareholders (nongovernment shareholders).
a.
True
b.
False
49. The post-acquisition integration phase is less important for acquisition success than characteristics of the deal itself.
a.
True
Name:
Class:
Date:
Page 6
b.
False
50. Research has shown that the more different the acquired firm is in terms of competencies and resources than the
acquiring firm, the more likely the acquisition is to be successful.
a.
True
b.
False
51. The quickest and easiest way for a firm to diversify its portfolio of businesses is to make acquisitions.
a.
True
b.
False
52. Large or extraordinary debt is defined as overpaying for an acquired firm.
a.
True
b.
False
53. An acquisition occurs when one firm buys a controlling or 100 percent interest in another firm and the acquired firm
becomes a subsidiary business.
a.
True
b.
False
54. In the current global landscape, firms from North America and Europe use the acquisition strategy more frequently
than firms from other nations.
a.
True
b.
False
55. An advantage of using horizontal, vertical, or related acquisitions is that they are not subject to regulatory review.
a.
True
b.
False
56. One of the most effective ways to test the feasibility of a future merger or acquisition is for the firms to first engage in
a strategic alliance.
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
57. Which of the following statements is FALSE?
a.
Synergy resulting from an acquisition generates gains in shareholder wealth beyond what they could achieve
through diversification of their own portfolios.
b.
Private synergy results when the combination of two firms yields competencies and capabilities that could not
be achieved by combining with any other firm.
c.
Private synergy is easy for competitors to understand and imitate.
d.
Private synergy is more likely when the two firms in an acquisition have complementary assets.
58. The use of high levels of debt in acquisitions has contributed to:
a.
the increase in above-average returns earned by acquiring firms.
Name:
Class:
Date:
Page 7
b.
an increased risk of bankruptcy for acquiring firms.
c.
the confidence of the stock market in firms issuing junk bonds.
d.
an increase in investments that have long-term payoffs.
59. Pappelbon Enterprises recently acquired a chain of convenience stores offering both fuel and food. Pappelbon is now
surprised and dismayed to find that the gas pumps have been poorly maintained and will need to be replaced at
considerable expense. Each of the following statements accurately reflect this EXCEPT:
a.
Pappelbon did not fully evaluate the target.
b.
Pappelbon overpaid.
c.
Pappelbon’s due diligence was not fully effective.
d.
Pappelbon’s management was overly focused on acquisitions.
60. Cross-border acquisitions are critical to U.S. firms competing internationally:
a.
if they are to develop differentiated products for markets served.
b.
when market share growth is the focus.
c.
where consolidated operations are beneficial.
d.
if they wish to overcome entry barriers to international markets.
61. The fastest and easiest way for a firm to diversity its portfolio of businesses is through acquisition because:
a.
of barriers to entry in many industries.
b.
it is difficult and time intensive for companies to develop products that differ from their current product line.
c.
innovation in both the acquired and the acquiring firm is enhanced by the exchange of competencies resulting
from acquisition.
d.
unrelated acquisitions are usually uncomplicated because the acquired firm is allowed to continue to function
independently as it did before acquisition.
62. Without effective due diligence the:
a.
acquiring firm is likely to overpay for an acquisition.
b.
firm may miss its opportunity to buy a well-matched company.
c.
acquisition may deteriorate into a hostile takeover, reducing the value creating potential of the action.
d.
firm may be unable to act quickly and decisively in purchasing the target firm.
63. _________ refers to a divestiture, spin-off, or some other means of eliminating businesses that are unrelated to a firm’s
core business.
a.
Downsizing
b.
Hostile takeovers
c.
Shakeouts
d.
Downscoping
64. An investor is analyzing two firms in the same industry. She is looking for long-term performance from her
investment. Both firms are basically identical except one firm is involved in substantial downsizing and the other firm is
undertaking aggressive downscoping. The investor should invest in the:
a.
downscoping firm because the higher debt load will discipline managers to act in shareholders’ best interests.
b.
downscoping firm because of reduced debt costs and the emphasis on strategic controls derived from focusing
on the firm’s core businesses.
Name:
Class:
Date:
Page 8
c.
downsizing firm because it will be making decisions based on tactical strategies.
d.
downsizing firm because it is eliminating employees who are essentially “dead weight” and are dragging down
the firm’s profitability.
65. SpeakEasy, a U.S. software company that specializes in voice-recognition software, wishes to rapidly enter the
growing technical translation software market. This market is dominated by firms making highly differentiated products.
To enter this market, SpeakEasy would be best served if it considers a(an):
a.
vertical acquisition of a firm that uses technical translation products.
b.
acquisition of a highly related firm in the technical translation market.
c.
cross-border merger, preferably with an Indian or Chinese company.
d.
strategy of internally developing the technical translation products needed to compete in this market.
66. Problems associated with acquisitions include all of the following EXCEPT:
a.
managers overly focused on acquisitions.
b.
integration difficulties.
c.
large or extraordinary debt.
d.
excessive time spent on the due diligence process.
67. A leveraged buyout refers to:
a.
a firm restructuring itself by selling off unrelated units of the company’s portfolio.
b.
a firm pursuing its core competencies by seeking to build a top management team that comes from a similar
background.
c.
a restructuring action whereby a party buys all of the assets of a business, financed largely with debt, and takes
the firm private.
d.
an action where the management of the firm and/or an external party buys all of the assets of a business
financed largely with equity.
68. Whole-firm LBOs tend to result in all the following negative outcomes EXCEPT:
a.
large debt and increased financial risk.
b.
failure to invest in R&D.
c.
risk-averse management.
d.
inefficient operations.
69. ____ are unsecured obligations that are not tied to specific assets for collateral.
a.
Bearer bonds
b.
No-load stocks
c.
Penny stocks
d.
Junk bonds
70. ___________ is often used when the acquiring firm paid too high a premium to acquire the target firm.
a.
Management buyout
b.
Leveraged buyout
c.
Downscoping
d.
Downsizing
Name:
Class:
Date:
Page 9
71. All of the following statements are correct EXCEPT:
a.
immediately after the announcement of a planned acquisition, the stock price of the majority of acquiring
firms declines.
b.
shareholders of acquired firms often earn above-average returns from an acquisition.
c.
the majority of acquisitions increase long-term value for the acquiring firm.
d.
shareholders of acquiring firms typically earn returns from the transaction that are close to zero.
72. Internal product development is often viewed as:
a.
carrying a high risk of failure.
b.
the only reliable method of generating new products for the firm.
c.
a quicker method of product launch than acquisition of another firm.
d.
critical to the success of biotech and pharmaceutical firms.
73. Acquisitions can become a time sink for top level managers for all the following reasons EXCEPT:
a.
the integration process after acquisition requires managerial attention.
b.
they must prepare for acquisition negotiations.
c.
managers are involved in the search for viable acquisition candidates.
d.
only top managers can perform the required due diligence.
74. Horizontal, vertical, and related acquisitions to build market power:
a.
are likely to undergo regulatory review and analysis by financial markets.
b.
are rarely permitted to occur across international borders.
c.
typically involve a firm purchasing one of its suppliers or distributors.
d.
concentrate on capturing value at more than one stage in the value chain.
75. A primary reason for a firm to pursue an acquisition is to:
a.
avoid increased government regulation.
b.
achieve greater market power.
c.
exit a hyper-competitive market.
d.
achieve greater financial returns in the short run.
76. Manny Inc. recently completed the purchase of its primary supplier. Manny intends to begin expanding the market to
which the suppliers’ products are sold. This purchase is a(n):
a.
merger.
b.
unrelated acquisition.
c.
horizontal acquisition.
d.
vertical acquisition.
77. A friendly acquisition:
a.
raises the price that has to be paid for a firm.
b.
enhances the complementarity of the two firms’ assets.
c.
facilitates the integration of the acquired and acquiring firms.
d.
allows joint ventures to be developed.
78. Research shows that about ____ percent of mergers and acquisitions are successful.
Name:
Class:
Date:
Page 10
a.
20
b.
40
c.
60
d.
80
79. When the target firm does not solicit the acquiring firm’s bid, it is referred to as a(n):
a.
stealth raid.
b.
adversarial acquisition.
c.
takeover or unfriendly acquisition.
d.
leveraged buyout.
80. The presence of barriers to entry in a particular market will generally make acquisitions ____ as an entry strategy.
a.
less likely
b.
more likely
c.
prohibitive
d.
illegal
81. Research has shown that the more ____, the greater is the probability that an acquisition will be successful.
a.
related the acquired and acquiring firms are
b.
diverse the resulting portfolio of competencies
c.
disparate the corporate cultures
d.
involved investment banking firms are in the due diligence process
82. Managers perceive internal product development as a high-risk activity and tend to choose acquisitions because
approximately _______ percent of innovations are imitated within 4 years after patents are obtained.
a.
5
b.
10
c.
60
d.
20
83. Which of the following is NOT a result of over-diversification?
a.
Executives do not have a rich understanding of all of the firm’s business units.
b.
Managers emphasize strategic controls rather than financial controls.
c.
Firms use acquisition as a substitute for innovation.
d.
Managers become short-term in their orientation.
84. Due diligence includes all of the following activities EXCEPT assessing:
a.
differences in firm cultures.
b.
tax consequences of the acquisition.
c.
the level of private synergy between the two firms.
d.
financing for intended transaction.
85. Currently, the rationale for making an acquisition includes each of the following EXCEPT:
a.
to increase market power.
Name:
Class:
Date:
Page 11
b.
to decrease taxes paid by shareholders.
c.
to overcome entry barriers.
d.
to increase diversification.
86. The announcement that P&G was acquiring premium dog and cat food manufacturer Iams was a _________
acquisition and is intended to ________.
a.
vertical; increase diversification
b.
horizontal; increase market power
c.
vertical; overcome entry barriers
d.
related; increase speed to market
87. When a firm is overly dependent on one or more products or markets, and the intensity of rivalry in that market is
intense, the firm may wish to ____ by making an acquisition.
a.
increase new product speed to market
b.
broaden its competitive scope
c.
increase its economies of scale
d.
overcome entry barriers
88. Which of the following is NOT one of the three main restructuring strategies?
a.
Realigning
b.
Downsizing
c.
Downscoping
d.
Leveraged buyouts
89. Compared with downsizing, ____ has (have) a more positive effect on firm performance.
a.
reconfiguring
b.
downscoping
c.
leveraged buyouts
d.
acquisitions
90. ___________ may be necessary because acquisitions create a situation in which the newly formed form has duplicate
organizational functions such as sales, manufacturing, distribution, and human resource management.
a.
Management buyout
b.
Leveraged buyout
c.
Downsizing
d.
Downscoping
91. One problem with becoming too large is that large firms:
a.
tend to have less market power.
b.
have less potential for economies of scale.
c.
become attractive takeover targets.
d.
usually increase bureaucratic controls.
92. Compared to internal product development, acquisitions allow:
a.
immediate access to innovations in mature product markets.
Name:
Class:
Date:
Page 12
b.
more accurate prediction of return on investment.
c.
slower market entry.
d.
more effective use of company core competencies.
93. Researchers have found that shareholders of acquired firms often:
a.
earn above-average returns.
b.
earn below-average returns.
c.
earn close to zero as a result of the acquisition.
d.
are not affected by the acquisition.
94. Market power is derived primarily from the:
a.
core competencies of the firm.
b.
size of a firm and its resources and capabilities.
c.
quality of a firm’s top management team.
d.
depth of a firm’s strategy.
95. In a merger:
a.
one firm buys controlling interest in another firm.
b.
two firms agree to integrate their operations on a relatively coequal basis.
c.
two firms combine to create a third separate entity.
d.
one firm breaks into two firms.
96. Caterpillar’s payment of a 32 percent premium for the acquisition of Bucyrus in 2011 and subsequent need to issue
more stock illustrates the acquisition problem of:
a.
integration difficulties.
b.
inability to achieve synergy.
c.
large or extraordinary debt.
d.
managers overly focused on acquisitions.
97. The ____ phase is probably the single most important determinant of shareholder value creation in mergers and
acquisitions.
a.
pre-acquisition negotiations
b.
pre-acquisition due diligence
c.
post-acquisition integration
d.
post-acquisition restructuring
98. The acquisition of Sun Microsystems (a computer hardware producer) by Oracle Corporation (a software firm) is an
example of a(n):
a.
vertical acquisition.
b.
unrelated acquisition.
c.
horizontal acquisition.
d.
merger of equals.
99. The term “leverage” in leveraged buyouts refers to the:
a.
firm’s increased concentration on the firm’s core competencies.
Name:
Class:
Date:
Page 13
b.
amount of new debt incurred in buying the firm.
c.
fact that the employees are purchasing the firm for which they work.
d.
process of removing the firm’s stock from public trading.
100. Cross-border acquisitions are primarily made to:
a.
reshape the firm’s competitive scope.
b.
reduce the cost of new product development.
c.
take advantage of higher education levels of labor in developed countries.
d.
overcome barriers to entry in another country.
101. Which of the following is NOT an attribute of a successful acquisition?
a.
The acquiring firm has a large amount of financial slack.
b.
The acquired and acquiring firms have complementary assets and/or resources.
c.
Innovation and R&D investments continue as part of the firm’s strategy.
d.
Investments in advertising and image building are made quickly.
102. Sales of watches among teenagers and twenty-somethings are declining rapidly as this age group uses cellphones,
iPods, and other devices to tell time. A company that specializes in selling inexpensive watches to this age group may
wish to consider ____ in order to develop new products other than watches.
a.
unrelated diversification
b.
backward integration
c.
forward integration
d.
horizontal acquisitions
103. Thomas is an upper-middle level manager for a firm that has been actively involved in acquisitions over the last 10
years. The firm has grown much larger as a result. Thomas has been dismayed to find that recently the managerial culture
of the firm has been turning more and more to ____ controls.
a.
bureaucratic
b.
strategic
c.
tactical
d.
organic
104. Ambrose is a scientist working for a pharmaceutical company. His company was acquired by a rival pharmaceutical
company, and now it is involved in downsizing and downscoping. Ambrose is concerned about his job security, since he
is actively involved in amateur sports in his community and does not wish to disrupt his current lifestyle. Ambrose’s job
will be most likely to be secure if:
a.
Ambrose’s research is in a non-core activity.
b.
the acquisition has been financed by junk bonds.
c.
Ambrose is in a position to take a poison pill.
d.
Ambrose is a key employee in the firm’s primary business.
105. The expenses incurred by firms trying to create synergy through acquisition are called ____ costs.
a.
differentiation
b.
diversification
c.
transaction
Name:
Class:
Date:
Page 14
d.
interaction
106. There are few true mergers because:
a.
few firms have complementary resources.
b.
integration problems are more severe than in outright acquisitions.
c.
one firm usually dominates in terms of market share, size, or value of assets.
d.
of managerial resistance. True mergers result in significant managerial-level layoffs.
107. Typically, in a failed acquisition, the organization will:
a.
restructure.
b.
go into bankruptcy.
c.
focus on building private synergy.
d.
increase integration.
108. A(n) ____ occurs when one firm buys a controlling, or 100 percent interest, in another firm.
a.
merger
b.
acquisition
c.
spin-off
d.
restructuring
109. When a firm acquires its supplier, it is engaging in a(n):
a.
merger.
b.
unrelated acquisition.
c.
hostile takeover.
d.
vertical acquisition.
110. A manager in your company is proposing the acquisition of Taylor Company, which has developed a new, innovative
product instead of a strategy of developing new products in–house. All of the following arguments are correct EXCEPT:
a.
the acquisition of Taylor should be primarily for defensive rather than strategic reasons.
b.
research suggests that acquisition strategies are a common means of avoiding risky internal ventures.
c.
the outcomes of acquisitions can be estimated more easily and accurately than the outcomes for an internal
product development process.
d.
acquisitions could become a substitute for innovation within your firm.
111. Baby Doe’s, a designer and manufacturer of children’s clothing, has decided to purchase a retail chain specializing in
children’s clothing. This purchase is a(n):
a.
merger.
b.
unrelated acquisition.
c.
horizontal acquisition.
d.
vertical acquisition.
112. Each of the following is a rationale for acquisitions EXCEPT:
a.
achieving greater market power.
b.
overcoming significant barriers to entry.
c.
increasing speed of market entry.
Name:
Class:
Date:
Page 15
d.
positioning the firm for a tactical competitive move.
113. After a leveraged buyout, ____ typically occur(s).
a.
selling of assets
b.
further rounds of acquisitions
c.
due diligence
d.
private synergy
114. Entering new markets through acquisitions of companies with new products is not risk-free, especially if acquisition
becomes a substitute for:
a.
market discipline.
b.
innovation.
c.
risk analysis.
d.
international diversification.
115. Magma, Inc., acquired Vulcan, Inc., 3 years ago. Effective integration of the two companies’ culture was never
achieved, and the two firms’ assets were not complementary. It is very likely that Magma will:
a.
go public through an IPO.
b.
review the due diligence information collected before the acquisition.
c.
restructure.
d.
review its tactical-level strategies.
116. During the recent financial crisis, M&A activity ______, whereas in 2011, M&A activity ______.
a.
declined; increased
b.
declined; declined
c.
increased; increased
d.
increased; declined
117. The factors that lead to poor long-term performance by acquisitions include all of the following EXCEPT firms:
a.
with insufficient diversification.
b.
having too much debt.
c.
being unable to achieve synergy.
d.
growing too large.
118. Failing to ____________ appropriately will result in too many employees doing the same work and prevent the new
firm from realizing the cost synergies it anticipated.
a.
downsize
b.
spin-off
c.
downscope
d.
buyout
119. Claude holds a large number of shares of Bayou Beauty, a regional brewing company that is considered a likely
takeover target by a major international brewer. It would probably be in Claude’s financial interest if Bayou Beauty’s
owners:
a.
resisted selling at any price.
Name:
Class:
Date:
Page 16
b.
sold the company to the larger brewer.
c.
designed a poison pill to discourage a takeover.
d.
looked for smaller brewers to acquire instead of selling to the larger brewer.
120. ____ typically result(s) in the acquiring firm being able to prevent valuable human resources in the acquired firm
from leaving.
a.
Financial slack
b.
Private synergy
c.
Friendly acquisitions
d.
High compensation
121. Private synergy:
a.
occurs in most related acquisitions and allows firms to see increased returns.
b.
is frequently achieved in conglomerates.
c.
is not easy for competitors to understand and imitate.
d.
is assessed by managers during the due diligence process.
122. What is restructuring and what are its common forms?
123. What is an LBO and what have been the results of such activities?
124. Identify and explain the seven reasons firms engage in an acquisition strategy.
125. What are the differences between downscoping and downsizing and why are each used?
126. How have changing conditions in the external environment influenced the type of M & A activity firms pursue?
127. What are the attributes of a successful acquisition program?
128. Describe the seven problems in achieving a successful acquisition.
129. Describe how an acquisition program can result in managerial time and energy absorption.
130. What are the results of the three forms of restructuring?
131. How difficult is it for merger and acquisition strategies to create value and which firms benefit the most from M & A
activity?
Name:
Class:
Date:
Page 17
Name:
Class:
Date:
Page 18
Name:
Class:
Date:
Page 19
Name:
Class:
Date:
Page 20
Name:
Class:
Date:
Page 21
Name:
Class:
Date:
Page 22
Name:
Class:
Date:
Page 23