acquired in 2015) and begin to build their digital media businesses. How could they measure the dollar cost of each
option?
Walking away from the purchase of the Yahoo assets would mean that Verizon would have to either find another
firm to acquire similar assets (and there weren’t any) or incur the cost of building similar assets. Closing
immediately ran the risk of acquiring assets which could come with substantial liabilities from consumer and SEC
THE UNRELENTING ALLURE OF THE “TRANSFORMATIVE” ACQUISITION —
MICROSOFT BUYS LINKEDIN IN ITS BIGGEST DEAL IN HISTORY
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KEY POINTS: FINANCIAL MODELS
• Enable the rapid consideration of alternative scenarios by changing key assumptions underlying valuation,
deal structuring and financing issues,
• Help define the range of risks associated with an investment, but
• Sometimes aid and abet managers in crossing the fine line between “reimagining” how their business can
compete and hyperbole.
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The good news, bad news about financial models is that they can be used to evaluate a wide range of alternatives.
Generally, this capability is highly useful because it gives senior management a look into the future without having
to commit substantial resources to a bet on a highly uncertain outcome. But it is critical to remember that financial
models are in effect sophisticated high speed calculators that can lull management into a false sense of security. If
given a set of optimistic assumptions, we should not be surprised that we get a rosy outlook. This can be especially
seductive when management is frustrated with their inability to improve their firm’s current operating performance
and boost its share price.
Enter the “transformational deal:” those intended to enable a company to fundamentally change the way it does
business. Often highly risky, they push the acquirer into new areas with which it is largely unfamiliar, requiring the
acquirer to climb rapidly a steep learning curve. In the tech sector, “transformational deals” often are precedent
setting, with little historical comparisons to assess likely future performance. They require management to place a
bet on new products still in the concept stage to be sold in markets that are often poorly understood or largely
undefined and requiring execution skills seldom found in large bureaucratic firms.
professional skills and accomplishments.
Arguably the deal was about gaining access to LinkedIn’s data and user bases. Using this metric for valuing
businesses without significant earnings but with significant user growth rests on the premise that sustained user
growth will eventually result in future earnings. Facebook acquired Whatsapp (the popular messaging service) for
$21.8 billion in late 2014. Facebook paid about $48 per existing user ($21.8 billion/.45 billion users) for WhatsApp
versus about $33 per user ($1 billion/.30 billion users) for its earlier acquisition of Instagram. While these deals