Day 1
PREREQUISITES TO A SUCCESSFUL DEAL:
Key steps in the M&A process
Strategic decision making: do companies need to grow?
Acquisition versus organic growth
What is success?
Strategic considerations
Types of transaction
Types of synergies
Screening potential targets
Strategic alliances as an alternative to growth by acquisition
Advantages of forming alliances or joint ventures
Structuring the relationship
Success factors
Exit routes
What can go wrong?
Texas chainsaw clauses in JV agreements
Due diligence: friendly / hostile deals
Legal risks in acquisitions
Mitigating risk via due diligence
Legal protections
Credit risk in the event of a problem
Impact of the nature of the transaction (friendly / hostile) on due diligence
CASE STUDY: Issues arising in due diligence for an ice cream distributor
M&A valuation: cash flow approach
How value is driven by cash flows, not profits
Calculating free cash flow
The value drivers and the basis of cash flow valuation
Cost of equity: dividend models
Capital structure concepts
Components of weighted average cost of capital
Cost of debt: coupon v. yield, market v. book value, tax problems, default risk
The cost of equity
CASE STUDY: You will value an acquisition target using WACC acting as buyer or seller
Day 2
VALUATION AND STRUCTURING
Multiples based valuation techniques
Asset valuations: forced sale v. going concern
Price / Earnings multiples
Earnings related multiples: EV to EBIT, EBITDA, cash flow, etc
Other multiples: sales, book value, per pop, PEG, EEG ratio, relative multiples
Selection of comparable companies
Cross border issues for valuation
CASE STUDY: A break-up analysis for a major conglomerate Valuation triangulation
Using comparable deals as valuation benchmarks
When are comparable deals not relevant
Measuring the value indicators
Measuring the premium for control
CASE STUDY: You will undertake a competitive negotiation to price an acquisition
Valuing the acquisition and deal structuring
Financial analysis: producing pro forma projections
Valuing synergies and assessing the reality of achieving them
Analyzing the effect of synergies on financials including earnings
Assessing the impact on the value of the acquirer's shares
Paying with shares or cash or a combination?
Pros and cons of each
The breakeven price earnings ratio for debt
Dilution of earnings per share and EBIT
Bridging the valuation gap: earn-outs
CASE STUDY: You will role-play as competing bidders to submit proposals to a vendor
The impact on the financials of the bidder
Financing with equity or debt? Pros and cons of each
Establishing the amount of debt that can be used
Assessing the type of debt that can be used
Using bridge finance pending equity or debt issues
CASE STUDY: Equity bridge and bond issue bridge by international acquirer
Day 3
FINANCING THE ACQUISITION
Leveraged buy-out as a defence mechanism
Types of leveraged transaction: LBO, MBO, MBI, BIMBO, IBO, LBU, P2P
Acquisitions suitable for leveraged finance
LBO analysis as a valuation metric
LBO deal structuring: equity and debt
The leveraged buy-out process
Leveraged recapitalization as an alternative exit strategy
CASE STUDY: Estimating returns in a recent buy-out of a buy-out (BOBO)
Public M&A transactions
Takeover codes, practices
Documentation
Impact of friendly v. hostile on price, due diligence, financing
Strategies and tactics implications for defence
Regulatory issues
CASE STUDY: You will compete to negotiate Acquisition finance
Senior debt multiples
Mezzanine: cost and use of warrants
Second line financing
High yield bonds
Bridges to second stage financings
CASE STUDY: Highly leveraged LBO financing
M&A arbitrage trading
Hedge fund strategies in M&A situations
Liquidity costs
Outcome analysis
Risk-return trade-off
Hi CASE STUDY: you will compete to run arb trading positions in a takeoverghly leveraged LBO financing
20-22 Jun 2012 (Miami, United States)
The course begins by concentrating on spreadsheet best practice, auditing and the advanced use of Excel. These skills are then applied to the construction of financial, valuation and investment models. Delegates learn how to incorporate forecasting, optimization, risk assessment and sensitivity scenarios into these models. The course is taught using a step-by-step approach to enable delegates to construct financial models for a wide range of practical scenarios.
29 Oct 2012 - 1 Nov 2012 (New York, United States)
For purposes of this course, each of the four days is divided into two modules, resulting in a total of eight modules for the entire course. The outline presents teaching objectives, lectures and case work in each of the different modules.
27-29 Feb 2012 (New York, United States)
17-19 Oct 2012 (New York, United States)
The aim of this course is to provide participants with exposure to leveraged and mezzanine financing techniques in the context of M&A and private equity structures.
10-13 Dec 2012 (New York, United States)
Advanced Corporate Finance Techniques explores the broad realm of complex financing tools available to corporate issuers. You will develop strategies used to create value-adding debt financing transactions, considering many of the latest debt financing alternatives available today.
26-28 Mar 2012 (New York, United States)
This three-day course has been designed to provide participants with a solid understanding of the business valuation fundamentals and their application. The course emphasizes the practical aspects of the valuation process providing participants with an opportunity to develop and enhance their business valuation skills
10-13 Dec 2012 (New York, United States)
Bankers, investment managers, company executives and professionals in all corporate functions and in organizations servicing corporate need to have a current understanding of the financial issues that affect the process of launching an IPO. This program is designed to enable participants to become proficient in their understanding of the IPO process. It covers a broad spectrum of topics which are designed to ensure that participants are equipped with the financial skills necessary to understand how IPOs are arranged, managed, priced and distributed
11-13 Apr 2012 (Port of Spain, Trinidad and Tobago)
This training course is designed to provide delegates with a concrete understanding of all aspects of foreign exchange. Participants will learn how to identify and manage foreign currency exposure, how the foreign currency markets work and how to be an effective player in these markets. This intensive course uses a balance of lectures, workshops, case studies and discussions.
22-24 Aug 2012 (Miami, United States)
With the financial world currently undergoing significant changes, one of the most important challenges in banking is to reinforce the syndicated loan function and to refresh techniques given the evolution of the syndicated loan market. This course enables you to ensure that your staff – whether bankers, lawyers or investment professionals – have the tools to cope with the new environment.
23-27 Apr 2012 (New York, United States)
Company valuation is used for the purposes of investment, M&A or as part of internal measures of financial control. It is extensively applied when companies issue new shares, divest operations or acquire other companies. The rapidly growing private equity industry is also dependent on solid analysis. There are many different approaches to the analysis and valuation of companies and it is paramount to know when and how to apply what method. It is also essential to understand that company analysis is not an absolute science but also based on interpretation and judgment. This highly practical course will lead you quickly from the basics through to the more advanced valuation methodologies and modeling techniques
17-21 Sep 2012 (New York, United States)
This course covers all stages of the company’s financial development from inception (venture capital) to equity raising by an IPO, then expansion by M&A and the associated financing (including bank financing and bond issues) and appropriate risk management techniques (hedging) through to maturity (possible LBO candidate) and finally decline and financial distress