COURSE NUMBER: MBA236E.1
COURSE TITLE: Mergers & Acquisitions: Lessons in Value Creation
UNITS OF CREDIT: 2 Units
INSTRUCTOR: Peter Goodson
E-MAIL ADDRESS: petergoodson@good-assoc.com
GSI: Steve Willis, steve_willis@mba.berkeley.edu
CLASS WEB PAGE LOCATION: http://bspace.berkeley.edu
MEETING DAY(S)/TIME: Wednesday, 8:00-11:00AM
NOTE: Course will meet 10 weeks out of the 15-week
semester
PREREQUISITE(S):
CLASS FORMAT: Blend of cases and lectures and two or three visiting practitioners
REQUIRED READINGS: Text & Reader- heavy preparation for each class with demanding cold calls to insure accountability
BASIS FOR FINAL GRADE: Participation 25% of grade- rigorous cold calling in all sessions with weekly cases for discussion, three written team cases and one individual exercise. Note – small teams – three on a team maximum.
COURSE DESCRIPTION: Our purpose is to teach value creation in acquiring or selling a business. Most studies show that the majority of corporate acquisitions destroy the buyer’s value. Sellers enjoy an immense advantage with competitive auctions and the term “winners curse’ is usually very appropriate. Our mission is to offer experience-based curriculum in order to help students create shareholder value and avoid making costly pitfalls in future acquisition initiatives. Similarly we offer insight as to how to maximize value when selling businesses. The course deliverables are focused on…
1. Developing judgment … Sharing lessons in distinguishing practices that create value from those that result in loss... a sense of enhanced intuition and pattern recognition is often the result.
2. Exploring leadership … Directing an insightful acquisition process geared to mitigate risk in order to capture acceptable return on investment coupled with discipline in operationally improving the results of the acquired business after closing.
3. Polishing acquisition negotiation and related skills … Capturing the advantage in the tradeoffs inherent in doing a deal and in establishing a win-win scenario with the CEO and top managers of the acquired company after the transaction has been completed.
There are no “canned formulas” that make real world results easy to obtain. The “human factor” is dominant, the variables independent and logic is frequently trumped by blind ambition and/or self-interested advisors. This is not a corporate strategy course throwing out lofty business combination slogans, but rather a focused study of the leadership elements necessary to create shareholder value in clearly measureable terms.
This is a domain where learned experience proves to be much more valuable than textbook niceties. Therefore, sharing the hard earned lessons gained by the Professor in participating in thousands of mergers and acquisition successes, as well as failures, over the last forty years is a course cornerstone. Because acquisitions frequently destroy value, the most important insight is to guide you to develop your own intuition to be able to detect nonsense and stick to using proven methods of success.
It is important to recognize upfront that many believe this is a 3-unit plus credit class disguised as a 2- unit class, in terms of the work load. It is indeed a heavy investment in outside work relative to other classes. There is no doubt that you will be challenged if you enroll.
The following 12 course topics will be covered:
1. Trends, Motivations and Advisors’ Roles
2. Price and Value … Forecasting, Operating Improvements and Evaluating
3. Structuring … Tax, Accounting and Legal
4. Smart Negotiation … Managing the Deal Process
5. Hostile Takeovers … Takeovers Utilizing Un-negotiated Tactics
6. Private Equity … Creating Value with The Use of Other People’s Money
7. Acquisition Financing … The Lenders and the Process
8. Technology… Distinctions in Acquiring in the High Technology Space
9. Emerging Markets … Global Stumbling Blocks
10. Due Diligence … Rigorous Investigation of What Matters
11. Acquisition Integration … Consolidation Disciplines to Create Value
12. Managing After Closing … Operating Improvements Drive Value
BIOGRAPHICAL SKETCH: Professor
Goodson is a pioneer in the private equity discipline as an early stage partner
at Clayton, Dubilier & Rice. One of the first management
buyout firms, they have purchased and transformed performance at large
companies for over 35 years. CD&R has acquired 52 businesses valued over
$80 billion where the firm enhanced value operationally. Prominent examples
would include Lexmark – the IBM Information Products business, the
Uniroyal-Goodrich Tire Company, Hertz Rental Car and Home Depot. One of the
operating partners in the firm is Jack Welch, the former CEO of GE.
Before joining
Clayton & Dubilier, Professor Goodson was a Manager Director at Kidder,
Peabody & Co., where, at the age of 26, he founded the M&A Group in
1972, and was one of the first to specialize in acquisition advisory services
in the industry. He personally
participated in over 800 corporate assignments and was an early innovator in
developing state of the art M&A advisory practices at investment banking
firms. Being one of the foremost experts
in seller advantaged exits, Mr. Goodson was chosen by his partners to negotiate
the $600 million sale of Kidder to General Electric, setting a record for the
highest relative price paid for an investment bank on record.
Retiring and
relocating to California, Professor Goodson has taught at Haas for the last 8
years. He has also taught or lectured at
Harvard, Kellogg, Tuck, NYU Stern and Columbia. He was awarded the Cheit Outstanding Teaching award by students several times.
He also teaches Emerging Market Private Equity: Risks, Rewards and Knowing the
Difference and in the summer block week format the Turnarounds: Effective
Leadership in Crisis course.
An “adventurer
with his own capital and endless curiosity”, he is presently assisting a number
of emerging market private equity firms to develop value added measures to
improve investment returns. Professor Goodson recently created the Value
Optimization Board for Mekong Capital in Vietnam, was just appointed to the Tata
Capital Growth PE Advisory Board in India and is advising a number of
developing enterprises in many of the emerging frontier economies, such as
Mongolia. He is a fellow at the Tuck Center for Entrepreneurialism and Private
Equity and is a frequent speaker on the evolution of private equity practices
and the global future of “private equity as a source of innovative and
entrepreneurially friendly capital”.