Chapter_15收购、兼并和重组课后题目.ppt

* * * * * * * * * * * * * * * * * *  Joint Ventures, Partnerships, Strategic Alliances, and Licensing Humility is not thinking less of yourself. It is thinking less about yourself. —Rick Warren Exhibit 1: Course Layout: Mergers, Acquisitions, and Other Restructuring Activities Part IV: Deal Structuring and Financing Part II: MA Process Part I: MA Environment Ch. 11: Payment and Legal Considerations Ch. 7: Discounted Cash Flow Valuation Ch. 9: Financial Modeling Techniques Ch. 6: MA Postclosing Integration Ch. 4: Business and Acquisition Plans Ch. 5: Search through Closing Activities Part V: Alternative Business and Restructuring Strategies Ch. 12: Accounting Tax Considerations Ch. 15: Business Alliances Ch. 16: Divestitures, Spin-Offs, Split-Offs, and Equity Carve-Outs Ch. 17: Bankruptcy and Liquidation Ch. 2: Regulatory Considerations Ch. 1: Motivations for MA Part III: MA Valuation and Modeling Ch. 3: Takeover Tactics, Defenses, and Corporate Governance Ch. 13: Financing the Deal Ch. 8: Relative Valuation Methodologies Ch. 18: Cross-Border Transactions Ch. 14: Valuing Highly Leveraged Transactions Ch. 10: Private Company Valuation Learning Objectives Primary learning objective: To provide students with a knowledge of how to plan, structure, and manage business alliances. Secondary learning objectives: To provide students with knowledge of How business alliances represent alternative business implementation strategies to MAs; Motivations for business alliances; Factors critical to the success of business alliances; Common valuation methodologies Alternative legal forms of business alliances Key business alliance deal structuring issues and challenges; and Financial performance of business alliances Business Alliances as Alternatives to MAs Business alliances (as are MAs) are vehicles for implementing business strategies. They are not themselves business strategies. Business alliances may be informal agreements or highly complex legal structures Alternative f