Abstract
Synergies are the holy grail of any transaction, as they define, together with the transaction premium paid, the value generated by an M&A initiative. Surprisingly, the concept of synergies is still a very vague concept. Synergies will be in the following understood as the net present value of additional Free Cash Flows created by a transaction which goes beyond the standalone values of the acquirer and the target. In essence, synergies are a surplus concept. The key target of the Synergy Management along all the primary modules of the E2E M&A Process Design is to capture these synergies. Therefore, Synergy Management by itself is an End-to-End process, which supports any of the primary M&A processes: Within the Embedded M&A Strategy, the Synergy Management has to identify (Synergy Diagnostics) and map the portfolio of potential sources of synergies (Synergy Pattern) by the combination of the acquirer’s and the target’s SBDs. Besides, a Blue Print how those synergies could be scaled (Synergy Scaling Approach) within a JBD has to be drafted. Additionally, a first rough valuation, timing and evaluation of the likelihood of the synergies are paramount at this early stage, as the synergies and the standalone value of the target define the upper boundary of any indicative purchase offer. The identified synergies have to be verified by the Transaction Management, as the transaction value add is based on “real $” and not “power point $”. The Due Diligence serves as a proof-of-concept of the Synergy Pattern and the Blue Print of the Synergy Scaling Approach. Applying the 10C JBD, the early synergy estimates could be broken down into detailed synergy levers. These more detailed synergy values have then to be feed-back into the update of the valuation. Finally, Synergy Management is a centerpiece of the Integration Management. This holds especially true as the premium is paid already at closing, but the synergies have to be captured within the integration process. For any transactional value-added and integration success the synergy realization, tracking and controlling is therefore of essence. Additionally, a feedback loop and learning ecosystem for the optimization of the Synergy Management is part of a long-term M&A capability approach.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Gaughan (2013, p. 298) identified within the timeframe 1980–2011 based on Mergerstat Review and Econstats.com data slightly higher purchase price premia. This study shows as well, that premia paid in acquisitions have a positive correlation with high stock market valuations.
- 2.
Harding and Rovit analyze the potential difficulties in the calculation of the standalone value (Harding and Rovit 2004, pp. 81–83).
- 3.
Most text books and articles just separate between revenue or sales and cost synergies; e.g. Davis (2012, p. 72).
- 4.
Davis (2012, p. 104) stresses the monitoring need within the overall integration process.
- 5.
Sirower and Sahni (2006, p. 87) described a similar idea under the term Shareholder Value at Risk.
References
Cassiman, B., Colombo, M., Gerronne, P., & Veugelers, R. (2005). The impact of M&A on the R&D process: An empirical analysis of the role of technological and market relatedness. Research Policy,34(2), 195–220.
Chartier, J., Liu, A., Raberger, N., & Silva, R. (2018). Seven rules to crack the code on revenue synergies in M&A. McKinsey & Company: October 2018.
Cogman, D. (2014). Global M&A: Fewer deals, better quality. Mc Kinsey – Corporate Finance 2014.
Damodaran, A. (2006). Damodaran on valuation – Security analysis for investment and corporate finance (2nd ed.). New Jersey: Wiley.
Damodaran, A. (2016). The value of synergy. New York: Stern University New York. http://www.stern.nyu.edu/~adamodar/pptfiles/eq/synergy.ppt.
Davis, A. A. (2012). M&A integration: How to do it – Planning and delivering M&A integration for business success. West Sussex: Wiley.
De Man, A., & Duyster, G. (2005). Collaboration and innovation: A review of the effects of mergers, acquisitions and alliances on innovation. Technovation,25(12), 1377–1387.
Gaughan, P. A. (2013). Maximizing corporate value through mergers & acquisition. Hoboken: Wiley.
Harding, D., & Rovit, S. (2004). Mastering the merger – Four critical decisions that make or break the deal. Boston: Harvard Business School.
Herndon, G. (2014). The complete guide to mergers & acquisitions – Process tools to support M&A integration at every level. San Francisco: Jossey-Bass.
Kengelbach, J., Keienburg, G., Schmid, T, Degen, D., & Sievers, S. (2018). The 2018 M&A report – Synergies take center stage. The Boston Consulting Group, Inc.
Koller, T., Goedhardt, M., & Wessels, D. (2020). Valuation – Measuring and managing the value of companies (7th ed.). New Jersey: Wiley.
Rehm, W., & West, A. (2016). M&A 2015 – New highs, and a new tone; McKinsey on Finance #57, Winter 2016.
Sirower, M. L. (1997). The synergy trap. New York: The Free.
Sirower, M. L., & Sahni, S. (2006). Avoiding the “Synergy Trap”: Practical guidance on M&A decisions for CEOs and boards. Journal of Applied Corporate Finance,18(3), 83–95.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2020 Springer Fachmedien Wiesbaden GmbH, part of Springer Nature
About this chapter
Cite this chapter
Feix, T. (2020). Synergy Management. In: End-to-End M&A Process Design. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-30289-4_5
Download citation
DOI: https://doi.org/10.1007/978-3-658-30289-4_5
Published:
Publisher Name: Springer Gabler, Wiesbaden
Print ISBN: 978-3-658-30288-7
Online ISBN: 978-3-658-30289-4
eBook Packages: Economics and FinanceEconomics and Finance (R0)