Takeover

A PROJECT REPORT ON

TAKEOVER SAGA: A STUDY PERTAINING TO INDIAN SCENARIO

SUBMITTED BY

SWATI GUPTA MONICA AGARWAL SAMREEN FAROOQUI

GROUP F101

PROJECT GUIDE

PROF. MR. PRASHANT SIPANI

THE INDIAN INSTITUE OF PLANNING AND MANAGEMENT JAIPUR 302015

2009 2011

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INDIAN INSTITUTE OF PLANNING AND MANAGEMENT JAIPUR

CERTIFICATE This is to certify that Swati Gupta Monica Agarwal Samreen Farooqui Group F101

Of MBA (PGP/FW/09-11) have successfully completed their project titled

TAKEOVER SAGA: A STUDY PERTAINING TO INDIAN SCENARIO

and have submitted this project report in partial fulfillment of the requirements for the degree of Master of Business Administration (MBA) of IIPM, Jaipur for the academic year 2009-2011

Prof. Sai G. Bose [Academic Head] IIPM, Jaipur

Prof. Prashant Sipani [Project Guide] IIPM, Jaipur

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ACKNOWLEDGMENT
It is indeed a great moment of great pleasure & immense satisfaction for us to express our sincere thanks and sense of profound gratitude & indebtedness to all the people who have had a helping hand in making our project a successful venture. It is appropriate for us to start with our humble vote of thanks to Mr. Manish Tiwari for letting us to work on the project of our choice. It is due to their guidance & proper support that we were able to select Takeover as a base for our project. They have led us a right way & a helping hand in the entire race for the cause of our project development. Nothing crystallizes in our mind except the indefatigable enthusiasm and personal interest of our Academic Head, Mr. Sai G. Bose and Project Guide, Mr. Prashant Sipani. Our sincere thanks to them as their profound knowledge, encouragement & constant motivation have been of immense help. Above all we express our deepest gratitude to all of them for their kind-hearted support which helped us a lot during project development. They offered us plenty of opportunities while working with them, rendered us in valuable help & helped us thinking practical knowledge with theoretical one taught to us in our college.

Swati Gupta Monica Agarwal Samreen Farooqui

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ABSTRACT
All our daily newspapers are filled with cases of mergers, acquisitions, takeovers, spinoffs, tender offers, & other forms of corporate restructuring. Thus important issues, both for business decision and public policy formulation have been raised. No firm is regarded safe from a takeover possibility. Takeovers, or at least a mechanism for facilitating takeovers, provide at least four benefits for shareholders and the market in general: better allocation of resources, synergy gains, better management, discipline, and more accurate market valuation. There are various aspects and theories of takeover revealing numerous motives that stimulate investors (bidders) in the market for corporate control to compete for the right to manage the assets of other companies (targets). These motives are not only numerous and different in nature, they can also be conflicting and dynamically changing during the process of each takeover.

Mergers and takeovers are permanent form of combinations which vest in management complete control and provide centralized administration which are not available in combinations of holding company and its partly owned subsidiary.

During the late 1950s and early 1960s, several large corporations began acquiring other companies to diversify their operations. Diversification allowed them to offset their losses in a failing industry with profits from other unrelated, successful industries. As a result, The United States and Europe adopted laws governing the process and substance of tender offers. Despite convergence in many other areas of law, the U.S. and the European Union took radically different approaches to regulating hostile takeovers and their respective paths seemed to be diverging rather than converging. The E.U. has a board neutrality requirement and a mandatory bid for all outstanding shares, while the U.S. does not. The best explanation for the current state of the law comes from the institutions that have the responsibility for interpreting and creating takeover regulations. In the U.S., this means Delaware courts. In the E.U., it is the European Commission and parliament. M&A and Takeovers are the powerful ways to achieve corporate growth, but because of their complex nature, to protect the interest of all the parties, curb the malpractices

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and to facilitate orderly development these activities are regulated by a takeover code in most part of the world. In India after liberalization Govt. started to regulate these activities through introduction of takeover code by the market regulator, SEBI. This code has gone through various major and minor changes since then to respond the challenges it faced during implementation and also to overcome its shortcomings.

A Takeover could take place through different methods. A company may acquire the shares of an unlisted company through what is called acquisition under Section 395 of the Companies Act, 1956. However where the shares of the company are widely held by the general public, it involves the process as set out in the SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997, as amended in 2002, 2004 and 2006 respectively. With taking over, its also important to understand how takeover bids work, to know as much as possible about the different players in the game, and to understand the specific details (including conditions) of the bid. The acquirer company can definitely gain a lot through best strategies used at the right time. Overall, the concept of Takeover is very popular these days and on the more positive side takeovers may be critical for the healthy expansion and growth of the firm. There are various companies which gained from the strategy of takeover. For ex. Raasi Cements acquired India Cements, Tata Steel acquired Corus, Tata Motors acquired Jaguar Land Rover, P&G acquired Gillette, and Tech Mahindra acquired Satyam Computers. The details of these cases are given further in this report.

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TABLE OF CONTENTS
1. INTRODUCTION TO TAKEOVER ....................................................................... 1 1.1 Introduction............................................................................................................. 2 1.2 Definition ................................................................................................................ 2 1.3 Meaning .................................................................................................................. 2 1.4 Kinds of Takeover .................................................................................................. 3 1.5 Modes of Takeover ................................................................................................. 4

2. TAKEOVER THEORIES ......................................................................................... 6 2.1 Types of Takeover theories .................................................................................... 7

3. TAKEOVER HISTORY............................................................................................ 9 3.1 Introduction .......................................................................................................... 10 3.2 The U.S. Framework ............................................................................................ 10 3.3 The E.U. Framework ............................................................................................ 12 3.4 Indian Scenario ..................................................................................................... 15

4. TAKEOVER CODE ................................................................................................ 21 4.1 Evolution of Takeover Code ................................................................................ 22 4.2 Regulations ........................................................................................................... 23

5. PROCEDURE FOR TAKEOVER ......................................................................... 30 5.1 Procedure .............................................................................................................. 31 5.2 Considerations of Takeover ................................................................................. 39 5.3 Financing a Takeover ........................................................................................... 41

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6. TAKEOVER BID ..................................................................................................... 42 6.1 Introduction ........................................................................................................... 43 6.2 Types of Takeover bid........................................................................................... 43

7. TAKEOVER STRATEGIES .................................................................................. 45 7.1 Types of Takeover Strategies ................................................................................ 46 7.2 Anti Takeover Defenses ........................................................................................ 49

8. RECENT CASES IN TAKEOVER ........................................................................ 54 8.1 Takeover of Rassi Cements by India Cements...................................................... 55 8.2 Tata Steels Takeover of Corus ............................................................................. 63 8.3 Tata Motors Takeover of Jaguar Land Rover ...................................................... 67 8.4 P&Gs Takeover of Gillette .................................................................................. 71 8.5 Tech Mahindras Takeover of Satyam Computers................................................ 77

9. CONCLUSION ......................................................................................................... 81

REFERENCE ............................................................................................................... 84

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1. INTRODUCTION TO TAKEOVER

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1.1 Introduction
Takeovers are taking place all over the world. Those companies whose shares are under quoted on the stock market are under a constant threat of takeover. In fact every company is vulnerable to a takeover threat. The takeover strategy has been conceived to improve corporate value, achieve better productivity and profitability by making optimum use of the available resources in the form of men, materials and machines. Takeover is one of the most popular strategies followed by the corporate sector all over the world.

1.2 Definition
The act or an instance of assuming control or management of or responsibility for something, especially the seizure of power, as in a nation, political organization, or corporation. American Heritage Dictionary The acquisition of ownership of one company by another company, usually by purchasing a controlling percentage of its stock or by exchanging stock of the purchasing company for that of the purchased company. It is a hostile takeover if the management of the company being taken over is opposed to the deal. A hostile takeover is sometimes organized by a corporate raider. GNU Webster's 1913

1.3 Meaning
Takeover implies acquisition of control of a company through purchase or exchange of shares with the objective of gaining control over the management of a company. It can take place either through acquiring majority shares or by obtaining control of the management of the business & affairs of the target company. Ordinarily a larger company takes over a smaller company. On the other hand, in a reverse takeover, a smaller company acquires control over a larger company. When the shares of the company are closely held by a small number of persons, a takeover may be affected by agreement with the holders of those shares. However

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where the shares of a company are widely held by the general public, it involves the process as set out in the SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997.

1.4 Kinds of Takeover

There are several kinds of Takeovers In the context of business, takeover is of three types: a. Horizontal Takeover: Takeover of one company by another company in the same industry. The main purpose behind this kind of takeover is achieving the economies of scale or increasing the market share. E.g. takeover of Hutch by Vodafone. b. Vertical Takeover: Takeover by one company with its suppliers or customers. The former is known as backward integration and latter is known as Forward integration. E.g. takeover of Sona Steerings Ltd. By Maruti Udyog Ltd. is backward takeover. The main purpose behind this kind of takeover is reduction in costs. c. Conglomerate Takeover: Takeover of one company by another company operating in totally different industries. The main purpose of this kind of takeover is diversification. In legal context, takeover is of four types: a. Friendly or Negotiated Takeover: Friendly takeover means takeover of one company by change in its management & control through negotiations between the existing promoters and prospective investor in a friendly manner. Thus it is also called Negotiated Takeover. This kind of takeover is resorted to further some common objectives of both the parties. Generally, friendly takeover takes place as per the provisions of Section 395 of the Companies Act, 1956 b. Bail Out Takeover: Takeover of a financially sick company by a financially rich company as per the provisions of Sick Industrial Companies (Special Provisions) Act, 1985 to bail out the former from losses.

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c. Hostile Takeover: It is a takeover where one company unilaterally pursues the acquisition of shares of another company without being into the knowledge of that other company. The most dominant purpose which has forced most of the companies to resort to this kind of takeover is increase in market share. The hostile takeover takes place as per the provisions of SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1997. A hostile takeover occurs when the acquirer makes a direct offer to shareholders of a company without the prior consent of the existing promoter and/or management. The best known recent example is Mittals bid for Arcelor, where the existing management is opposing the bid. In such a case, the shareholders get to decide whether the incumbent management stays or the new owner gets to run the company. d. Reverse Takeover: A reverse takeover is a type of takeover where a private company acquires a public company. This is usually done at the instigation of the larger, private company, the purpose being for the private company to effectively float itself while avoiding some of the expense and time involved in a conventional IPO.

1.5 Modes of Takeover

a. Staged Acquisition: Staged acquisition occurs in several stages with acquirer initially acquiring only an equity stake, and gradually increasing their equity to 100%. Staged acquisitions allow continued involvement of previous owners where they are unwilling to sell outright, or favored to maintain legitimacy with local consumers. The major drawbacks of this mode of takeovers are (i) shared control being a source of conflict and (ii) uncertainty over conditions of eventual full takeover. b. Multiple Acquisitions: This mode of acquisitions involves entry by acquiring several independent businesses, and subsequently integrating them. Through multiple acquisitions global players can build a nationwide strong market position in a traditionally fragmented market.

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c. Indirect Acquisition: This is a mode of acquisition outside the focal market of a company that also owns an affiliate in the same emerging economy. The prime objective of the indirect acquisition may be outside the country. The affiliate may be a strategic asset motivating the acquisition, but this is rare. However, locally, the local affiliate may or may not fit with the existing local operations. d. Brownfield Acquisition: A Brownfield acquisition is one in which the acquirer, usually a foreign investor, subsequently invests more resources in the operation, such that it almost resembles a Greenfield project. Brownfield acquisitions provide access to crucial local assets under control of local firms that are in many other ways not competitive. The main drawback of this form of an acquisition is that the post-acquisition investments may exceed the price originally paid for the acquired firm.

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2. TAKEOVER THEORIES

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2.1 Types of Takeover Theories
As a foundation for analyzing the many forms of restructuring that have emerged, we review alternative theoretical explanations of their motives and consequences. Differential Managerial Efficiency: Management of a more efficient acquiring firm can bring up the level of efficiency of the acquired firm, providing both social and private gain. Acquiring firms management complements the management of the acquired firm through its experience in the industry. Excess managerial talent by the acquiring firm can be put to use in the acquired firm (managerial synergy). This talent may be applied by direct entry into a new market. New entry may be expensive if the firm with excess managerial capacity does not have other non-managerial organizational capital relevant to that market. Inefficient Management: In the case of totally inept management, mergers serve as a means of providing discipline to the managerial markets where the only way to get rid of inept management is through taking over the company. Operating Synergies: Economies of scale allow large firms to operate more efficiently than smaller firms due to indivisibility of resource inputs. Management and financial functions may also generate economies of scale. Vertical integration may also generate economies through more efficient co-ordination of the production process. Financial Synergies: Internal funds allow a less costly and more efficient means to finance expansion than reliance on external funds. This would allow cash-rich firms to provide financing for cash-poor companies. Pure Diversification: For shareholders, diversification at the shareholder level is equivalent to diversification at the firm level, but should be cheaper, since acquisition costs are much less. For managers, firm diversification is much preferable since human capital is concentrated in a specific firm and depends on the fortunes of that firm. By diversifying, managers gain more job security and perhaps the firm gains lower labor costs.

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Strategic Realignment: Change can be effected more quickly by entry into a new product or market through merger than through direct entry. Where values are ephemeral, it may pay to acquire rather than to build. Undervaluation: The market may not fully reflect the true value of a potential acquisition, which may be known by competitors and managers in the industry with access to privileged information. Agency problems & Managerialism: Agency problems in relationships arise whenever the two parties do not have exactly the same objective function. Benefits to one of the parties can come at the expense of another party. In the context of the differences between objectives of management and shareholders, agency problems can lead to inefficiencies these inefficiencies may be resolved by means of the markets discipline of managers through takeovers or the threat of takeovers. Information and Signaling: Information is not shared equally between parties in a transaction. Sellers and job applicants know more about the item offered or skills available than buyers or employers. Managers know more about the condition of the firm than investors or the managers of an acquiring firm. Market power: Any merger will increase market share, but market share may not be translated into higher profits and higher share value.

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3. TAKEOVER HISTORY

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3.1 Introduction
The United States and Europe, whatever their differences, have for some time represented the worlds two great powers. Their collective history, social ties, and economic dependence make them partners on the global stage. While the threats of terrorism, new superpowers, and economic degradation confront the two with perhaps insoluble problems, they still stand out as beacons of progress in many areas: technological advancement, democratic government, and justice. They are also the centers of the worlds leading financial institutions and multinational corporations. In many ways, U.S. and European corporate governance systems are similar and converging, and long-standing differences are disappearing as transatlantic cooperation and governance codes expand. Convergence has only grown with the fall of the Soviet Union and the liberalization of much of Eastern Europe. But one intractable area of corporate governance has remained untouched by the larger trend of convergence. Laws in the United States and the European Union regulating hostile takeovers, one of the more remarkable and headline-grabbing events in a corporations life have remained strikingly dissimilar. The behavior of acquiring companies and target companies are subject to entirely different requirements under U.S. and E.U. law. It has never adequately been explained why the divergence in this one area of law has resisted, and indeed increased in the face of, broader trends favoring assimilation.

3.2 The U.S. Framework

The regulation of takeover law in the United States has received a massive amount of attention in scholarly literature and in judicial discourse. A survey of this literature is not within the scope of this paper. It is appropriate, however, to discuss the broad outlines of the framework for assessing the legality of takeovers. At the same time, such a discussion must address a variety of sources of law: federal statutes, state statutes, and judicial decisions interpreting common law duties. This section will focus on these three sources, and more specifically, the Williams Act, the Unocal/Revlon line of case decisions, and state anti-takeover statutes.

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a. The Williams Act The modern era of federal regulation of tender offers began in 1968, when Congress passed the Williams Act as an amendment to the Securities Exchange Act of 1934. The Acts purpose, according to its sponsor Sen. Harrison Williams, was to make the relevant facts known so that shareholders have a fair opportunity to make their decision. To this end, the Act provides rules governing takeover offers in two basic areas: first, it requires offertory to disclose information about the offer, and, second, it establishes procedural requirements governing tender offers.

So, the Williams Act imposes some minimal requirements on acquiring corporations in the process of a tender offer. The acquiring corporation must disclose the purpose of the acquisition, offer plans for future major changes in the target, and pay the same price for all tendered shares. SEC regulations also make a corporation liable for false or misleading statements in relation to a tender offer. The substances of a boards duties during a tender offer are mainly regulated by fiduciary duties as interpreted by courts.

b. Unocal/Revlon Duties Federal regulation makes up only a small part of the rules that apply to takeovers. In fact, the main line of cases addressing directors duties to a corporation during takeovers interprets state law fiduciary duties. Unfortunately, this means that there are different jurisdictions, in each of which the source of law is different. Fortunately, corporate law in the United States is heavily influenced by Delaware case law. The expertise and flexibility of the Delaware Court of Chancery has attracted a majority of large publicly trade corporations to incorporate in Delaware, and that courts rulings carry influence beyond the states borders.

c. State Anti-Takeover Statutes In addition to federal regulations and state law fiduciary duties, takeover law is also regulated by state anti-takeover statutes. These statutes tend to be less even-handed in their application, giving protection to in-state Corporation from potential out-of-state acquirers. They have gone through three generations of development, and differences

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between states abound, leading one commentator to observe that [s]tate takeover acts are similar to snowflakesif you think you have found identical ones, you are probably not looking closely enough. However, some discussion of their key characteristics is necessary to complete the picture of U.S. takeover regulation.

3.3 The E.U. Framework

Just like in the United States, the European Union has a number of jurisdictions in each of which laws related to takeovers can differ in significant ways. Unlike the United States, however, the E.U. has adopted a comprehensive takeover directive that governs most of the important elements of a tender offer. Passed in 2004 after several previous failed versions, the E.U. Directive on Takeover Bids attempts to harmonize takeover regulation in the 27 member states. While many of its provisions are relatively standard (ensuring that a bid is made public and that offertory publish information about themselves), it also institutes some reforms that are radically different from the American regime and that are considered quite controversial. This paper will focus on the three principle innovations of the E.U. takeover directive: the mandatory bid rule, the board neutrality rule, and the breakthrough rule. Together, these rules put critical restrictions on what both a raider and a target corporations board can do during takeover battles.

a. Mandatory Bid Rule The first pillar of the E.U. directive is the mandatory bid rule, which requires that an acquiring corporation must make a bid for all the outstanding shares of a corporation. This requirement stands in stark contrast to the law in the United States, which has no requirement to buy unwanted shares. At the same time, the directive gives some flexibility to member states to work around the rule. Under Article 5, an individual who acquires a threshold percentage of shares of a company that give him control of the company must make a bid for all the securities of the company at an equitable price. The threshold percentage is defined by the member states. An equitable price is defined as the highest price paid for the same securities by the offertory over a period of time to be determined by the member states. The supervisory authorities of the member

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states are authorized to adjust the equitable price in accordance with declared criteria. The takeover directive, then, gives a certain amount of leeway to member states in defining the base rules for mandatory bids, but the bid is mandatory once the threshold is met. A look at the number of derogations that countries have provided at the level of law, though, shows just how flexible a directive can be.

b. Board Neutrality The E.U. Directive on Takeover Bids also addresses the question of whether directors are permitted to adopt defensive measures in response to a hostile tender offer. In the United States, the answer is that they may do so if they have reasonable grounds to believe the takeover is a threat and the measures are themselves reasonable. In sharp contrast, the E.U. takeover directive provides that directors are held to a strict rule of neutrality. According to Article 9 of the Directive, once a board has learned of a tender offer, it may not take any action, other than seeking alternative bids, which may result in the frustration of the bid. Defensive measures are by their nature aimed at frustrating a bid, so almost all of them are presumptively a violation of Article 9. The Directive does, however, state that directors no longer have an obligation of neutrality if the general meeting of shareholders grants authorization for such measures. It is interesting to note that the directive specifically mentions two kinds of defensive measures, approving of one and disapproving of another. First, it expressly allows the white knight defense: boards are free to search for alternative bids even without shareholder approval. Second, the directive prohibits another action, that of issuing shares which may result in a lasting impediment to the offerer acquiring control of the offeree company. In an apparent reference to the poison pill, by which a board may dilute a raiders shares by giving a right to other shareholders to acquire control or the fact that the shares in the target company is reduced below the control threshold subsequent to the acquisition of control. Ireland goes even further, giving the supervisory body the power to exempt corporations from the rules in exceptional circumstances and in other circumstances.

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c. Breakthrough Rule In addition to board neutrality, the takeover directive gives another strong tool to raiders: the breakthrough rule. The breakthrough rule ensures that, in the event of a takeover, the corporation operates strictly according to a one-share-one-vote system, voiding all inconsistent arrangements, whether in the articles of association or in contractual agreements. One of the more controversial and complicated provisions of the directive, this rule serves to greatly facilitate hostile takeovers. Article 11 of the directive state that, once a bid has been made public, any restrictions on the transfer of securities are not to apply vis--vis the offerer during the validity of the tender offer. In addition, restrictions on voting rights will not apply in the general meeting of shareholders that decides on defensive measures. Finally, if the offerer has acquired at least 75% of the voting capital, then (i) Any restrictions on transfer or voting and any extraordinary rights of shareholders to appoint or remove directors are not to apply, and (ii) Multiple vote securities will carry only one vote at the first general meeting of shareholders called by the offerer.

Taken together, these provisions make it more difficult for a controlling block holder, as well as incumbent directors, to exercise disproportionate control of a company. They can no longer use multiple voting rights and transfer restrictions to block a hostile tender offer, and must instead compete for control. Once again, no similar rule exists in the United States.

d. Opt-Outs and Exemptions As a final note on the mechanics of the E.U. Takeover Directive, it should be mentioned that the provisions regarding board neutrality and the breakthrough rule are optional. Article 12 of the directive states that member states may opt out of these requirements. If they do so, however, they must give corporations the option to apply the two rules, a decision that must be made by the general meeting of the shareholders. Further, member states may exempt companies that decide to implement the board neutrality and breakthrough rules from these requirements in the event that an acquiring company that does not apply the rules launches an offer for them. These provisions are

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designed to give flexibility to member countries with different traditions in corporate governance, but also to reassure companies that they will not be disadvantaged by their decision to take part in the directives rules.

3.4 Indian Scenario

Mergers and takeovers are prevalent in India right from the post independence period. But Government policies of balanced economic development and to curb the concentration of economic power through introduction of Industrial Development and Regulation Act-1951, MRTP Act, FERA Act etc. made hostile takeover almost impossible and only a very few M&A and Takeovers took place in India prior to 90s. But policy of decontrol and liberalization coupled with globalization of the economy after 1980s, especially after liberalization in 1991 had exposed the corporate sector to severe domestic and global competition. This had been further accentuated by the recessionary trends, resulted in falling demand, which in turn resulted in overcapacity in several sectors of the economy. Companies started to consolidate themselves in areas of their core competence and divest those businesses where they do not have any competitive advantage. It led to an era of corporate restructuring through Mergers and Acquisitions in India.

a. Prior 1990 The first attempts at regulating takeovers were made in a limited way by incorporating a clause, viz. Clause 40, in the listing agreement, which provided for making a public offer to the shareholders of a company by any person who sought to acquire 25% or more of the voting rights of the company. Before 1990s M&A and takeovers were regulated by Companies Act, 1956, IDRA 1951, MRTP Act, 1969, FERA, 1973, and SCRA, 1956 (with respect to transfer of shares of listed companies vide clauses 40A and 40B). It was frustrating to the person who wanted to achieve corporate growth through this route. For example, in case of MNC related acquisitions, provisions of the FERA applied which imposed a general limit on foreign ownership at 40%. In addition, MRTP gave powers to the union government to prevent an acquisition if it was considered to lead to concentration of economic power to the common detriment. Moreover, in the event of a hostile bid for the company, the board of a company had

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the power to refuse transfer to a particular buyer, thereby making it almost impossible for a takeover to occur without the acquiescence of the management of the target company.

Problems: In the due course, Govt. found that the companies circumvented the threshold limit of 25% for making a public offer, simply by acquiring voting rights a little below the threshold limit of 25%. Besides it noted that it was possible to acquire control over a company in the Indian context with even holding 10% directly. Existing provisions were also not sufficient to consider issues like pricing and change in the management and control.

Relevant Case Swaraj Paul- Escorts/ DCM: In 1980s London-based NRI Swaraj Paul sought to control the management of two Indian companies, Escorts Limited and DCM (Delhi Cloth Mills) Limited by picking up their shares from the stock market. Paul apparently used the tacit support of the then Prime Minister Indira Gandhi. But he had to face major obstacle from government-run financial institutions. Like the Life Insurance Corporation opposed him and the two companies refused to register the transfer of shares in his name. Promoters of the two companies - the Nanda and Shri Ram families also used their political links to defeat Paul. Though Swaraj Paul failed to fulfill his dream of controlling Escorts and DCM, but was successful in highlighting how particular families were able to exercise managerial control over large corporate entities despite holding a minuscule proportion of the concerned company's shares.

b. During 1990 Govt. in consultation with SEBI made following amendments in the Clause 40 of Listing Agreement: i. Lowering the threshold acquisition level for making a public offer by the acquirer, from 25% to 10%.

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ii. Bringing within its fold the aspect of change in management and control (even without acquisition of shares beyond the threshold limit), as a sufficient ground for making a public offer; iii. Introducing the requirement of acquiring a minimum of 20% from the shareholders; iv. Stipulating a minimum price at which an offer should be made; v. Providing for disclosure requirements through a mandatory public announcement vi. Requiring a shareholder to disclose his shareholding at level of 5% or above to serve as an advance notice to the target company about the possible takeover threat

Problems: These changes helped in making the process of acquisition of shares and takeovers transparent, provided for protection of investors interests in greater measure and introduced an element of equity between the various parties concerned by increasing the disclosure requirement. But the clause suffered from several deficiencies - particularly in its limited applicability and weak enforceability. Being a part of the listing agreement, it could be made binding only on listed companies and could not be effectively enforced against an acquirer unless the acquirer itself was a listed company. The penalty for non-compliance was one common to all violations of a listing agreement, namely, delisting of the company's shares, which ran contrary to the interest of investors. The amended clause was unable to provide a comprehensive regulatory framework governing takeovers. c. Post 1990 In 1992 SEBI was given statutory power to regulate the substantial acquisition of shares and takeovers. In November 1994 SEBI issued Substantial Acquisition of Shares and Takeovers Regulation, 1994 The Regulations preserved the basic framework of Clause 40A & 40B by retaining the requirements of - initial disclosure at the level of 5%, threshold limit of 10% for public offer to acquire minimum percentage of shares at a minimum offer price and making of a public announcement by the acquirer followed by a letter of offer.

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Several new provisions were introduced enabling both negotiated and open market acquisitions, competitive bids, revision of offer, withdrawal of offer under certain circumstances and restraining a second offer in relation to the same company within 6 months by the same acquirer, post offer public holding etc. The take-over code covers three types of takeovers-negotiated takeovers, open market takeovers and bailout takeovers (to help financially weak companies which do not fall under the purview of BIFR) Features: Requiring a shareholder to disclose his holding at 5% Threshold limit at 10% for making public offer Changes in management and control dropped as a requirement for making open offer If holding crosses to15% than open offer compulsory (No creeping facility for promoters) Min. price offered to shareholders through open offer will be average of 26weeks high and low Price can be paid either in cash or through exchange of shares If a person were to cross the threshold of 10%, he must make a public offer to acquire a minimum of 20% of the share capital of the company, and consequent upon such offer, the public share holding must not fall below 20%. In addition, if a person holding more than 10% shares in a company, and who has not made any public offer before, were to acquire any further shares, the public offer will have to be made to the extent of the difference between his present holding and 30% Acquisition of shares in companies pursuant to a scheme of arrangement or reconstruction including amalgamation or merger or demerger under any law or regulation, whether Indian or foreign has been exempted from the public offer provisions. However, prima facie it does not exempt international acquisitions or mergers carried out under normal course of business as a result of which

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there is a change in control of an Indian listed company. For that matter, the Code defines control very broadly to include both direct and indirect control

Problems: The above provisions raised some issues. First, in companies where public holding was less than 20%, or might fall below that level to comply with the minimum public offer requirement, it was not possible to comply with the requirement of maintaining a minimum level of post offer public holding. The two provisions were thus conflicting with each other. Second, a harmonious construction of all the three provisions implied that if a person was holding more than 30%, no public offer was required to be made by him, for further acquisition of shares in the company, even though he has not made any public offer earlier to reach his present holding. Third, it was not clear from the three provisions whether full offer for a company could be made, i.e. a bid for 100% shares of the company could be made.

Relevant Case Sesa Goa-Mitsui: In 1996, Mitsui of Japan acquired the parent company of Sesa-Goa India Limited, a publicly traded listed company in India. As a result of this acquisition, Mitsui indirectly became the single largest shareholder of Sesa-Goa. The question then raised was whether Mitsui should make an open offer to other shareholders of SesaGoa under the Takeover Code. Mitsui applied to SEBI stating that the Takeover Code should not be triggered as the change in control of Sesa-Goa was a result of its acquisition of Sesa-Goa's parent. Luckily for Mitsui, the case was evaluated under the 1994 takeover code and the Ministry of Finance ruled that under the 1994 takeover code, SEBI had no jurisdiction over the developments abroad and therefore could not pass sentence on something that happened outside its jurisdiction and thereby no open offer was required.

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d. Committee on Takeover Code

A Committee was therefore set up by SEBI in November 1995, under the Chairmanship of Justice P.N. Bhagwati, former Chief Justice of India, to review the SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1994.Committee discussed all the issues, which came up before SEBI in the course of administration of the Regulations over the past two years or so, keeping in view the imminent scenario in the corporate sector following the economic reforms. The Committee examined the principles and practices and the regulatory framework governing takeovers in as many as 14 countries. The Committee noted that the regulatory framework in these countries had evolved over a period of time drawing extensively upon the corporate culture and practice in these countries. Committee submitted its report in January, 1997 based on the recommendations of this committee, SEBI enacted Substantial Acquisition of Shares and Takeover Code 1997.

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4. TAKEOVER CODE

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4.1 Evolution of Takeover Code
The SEBI appointed committee on takeover code headed by Justice P. N. Bhagwati to study the effect of takeovers and mergers on securities market and to suggest the provisions to regulate takeovers and mergers stated the necessity of a takeover code on the following grounds: The confidence of retail investors in the capital market is a crucial factor for its development. Therefore, their interest needs to be protected. Any exit opportunity shall be given to the investors if they do not want to continue with the new management. Full and truthful disclosure shall be made of all material information relating to the open offer so as to take an informed decision. The acquirer shall ensure the sufficiency of financial resources for the payment of acquisition price to the investors. The process of acquisition and mergers shall be completed in a time bound manner. Disclosures shall be made of all material transactions at earliest opportunity. The objective of the Takeover code is to regulate in an organized manner the substantial acquisition of shares and takeovers of a company whose shares are quoted on a stock exchange i.e. listed company. In a limited sense these regulations also apply to certain unlisted companies including a body corporate incorporated outside India to an extent where the acquisition results in the control of a listed company by the acquirer. Substantial Acquisition The most important point to be understood is what would constitute substantial acquisition under these regulations? Substantial acquisition as such has not been defined under the regulations, nor has it been defined in any other related Acts. Nevertheless, if we read through regulations 10 and 11, the question as to what constitutes substantial acquisition is made relatively very clear. The following for the purpose of these regulations can be considered as substantial acquisition: (a) Acquisition by a person or two or more persons acting together with

common intention, 15% or more shares or voting rights of the target company

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(b) Acquisition by a person or two or more persons acting together with

common intention, who have already acquired 15% or more but less than 55% of share or voting rights, further acquire 5% or more of share capital or voting rights in the same financial year ending on 31st March. An important point to be noted from the summary of regulations above is that not only the acquisition of shares but also the acquisition of voting rights would also constitute substantial acquisition. It is to be noted that voting rights of a shareholder are accompanied with the shares of the company. Until a person is a registered shareholder of a company he cannot have the voting rights, but there are cases when a person has paid the consideration for the share but an official instrument of share transfer has not been formulated, in such case a power of attorney to transfer the voting rights of the transferor can be formulated or the transferee may demand for a proxy from the transferor or he may make the transferee exercise the voting rights as he demands. Maybe this was the reason why acquisition of voting rights have been expressly mentioned in the regulations as far as substantial acquisition is concerned.

4.2 Regulations
Few regulations that need a detailed study under the guidelines are given below: REGULATION 6 It states that any person holding at the time of commencement 5% or more of the Shareholding must intimate to the Company within 2 Months of date of notification and the Company must intimate such holding to stock exchange where the Companys shares are listed within 3 months of the date of notification. This is also applicable on the Promoters of the Company. REGULATION 7 Any Acquirer who acquires shares or the Voting rights which would entitle him to More than 5% or 10% or 15% or 54% or 74% must disclose within four days to the Company and Stock Exchange where shares are listed. The four days will be from 1) Date of receipt of Intimation or 2) The acquisition of shares; as the case may be.

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Where the Acquirer has acquired the Shares together with persons acting in concert shall disclose purchase or sale aggregating to 2% or more of the share capital shall within four days disclose to Company and the stock exchange. The stock exchange must display information received on trading screen, the notice board and at website with 7 days of receipt of Information. The Company whose shares have been acquired in manner stated above must intimate such information to Stock exchange within 7days of Receipt of information. REGULATION 8 Every person who holds more than 15% shares or voting rights in any company shall within 21 days from the end of Year (31st March.) must within 21 days discloses to the Company about such holding. The promoter is required to disclose not only at the end of financial year but also the record date for purpose of declaration of Dividend. Every Company whose shares are listed on the stock exchange shall within 30 days from the end of financial year or from the Record date for dividend must intimate such holding of shares to stock exchange. REGULATION 9 The stock exchange and the Company shall submit information relating to Regulation 6, 7 and 8 to SEBI as and when required by the Board. REGULATION 10 No acquirer shall acquire which when acquire in single or in persons acting in concert with him entitle such acquirer to exercise 10% or more of the Voting rights in a company unless acquirer makes a public announcement. This is not required where such acquisition is on a right share basis and such acquisition does not result in holding more than 55% of the voting rights.

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REGULATION 11 No acquirer shall acquire additional shares entitling him to exercise more than 10% voting rights along with the voting rights he already has in any financial year unless public announcement is made for such acquisition. No acquirer who holds 55% or more but less than 75% shall acquire either by himself or through the persons acting in concert unless public announcement for same has been made. Where the case involved is of disinvestment of a public sector undertaking an acquirer who together with persons acting in concert with him has made a public announcement shall not be required to make further announcement for further acquisition of shares. REGULATION 12 Control on Target Company cannot be acquired unless public announcement for same has been made. REGULATION 13 Before making public announcement for acquiring shares under regulation 10, 11 and 12 an acquirer must appoint Merchant Banker holding a certificate of registration granted by Board and merchant banker must not be associated with acquirer or group of acquirer. REGULATION 14 The Public announcement shall be made by the merchant banker within four working days of entering into agreement for acquisition of shares exceeding the prescribed limits. REGULATION 15 The public announcement under regulations 10,11 and 12 must be made in all editions one English national daily, one Hindi national daily and regional

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language where the registered office of the target company is located and at the place where the shares are frequently traded. The copy of same must be submitted to Board through the merchant banker. The copy of same must be sent to all stock exchanges where the shares of the companies are listed. The copy of same must be sent to target company at its registered office. REGULATION 16 Paid up share capital of the target company, number of fully paid up and partly paid up shares. Percentage of shares proposed to be acquired. Minimum offer price for each share. Identity of persons having control over such company shall be disclosed. Existing shareholding of merchant banker in Target Company shall be disclosed. Highest and average price paid by acquirer or persons acting in concert during 12 months preceding to date of public announcement shall be disclosed. Object and purpose of acquisition shall be disclosed. Date by which the individual letters of offer would be posted to each of the shareholder shall be disclosed. Date of opening and closure of offer shall be disclosed. Date by which the payment of consideration would be made for share shall be disclosed. REGULATION 17 The public announcement must not contain any misleading information.

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REGULATION 18 Within 14 days from the date of public announcement acquirer shall through the merchant banker file with the Board draft of letter of offer which must be submitted to shareholders within 21days from the date of its submission to Board. Fees to be paid along with submission to Board depending on the issue size. REGULATION 19 The public announcement shall specify the date for determining the names of shareholders to whom the letter of offer should be sent. The specified date cannot be later than 30th day from the date of public announcement. REGULATION 20 Where the shares of the Company are frequently traded: The minimum offer price will be the highest of the following: The negotiated price as per the agreement. The highest of the price paid by the acquirer or persons acting in concert with him for any acquisition including by way of allotment or right issue during the 26 weeks period prior to date of public announcement. The price paid by the acquirer under the preferential allotment to him or the person acting in concert at any time during the 12 months period up to the date of closure of offer. The average of the weekly high and low of the closing prices of the shares of the target company as quoted on the stock exchange during the 26 weeks, preceding to the date of public announcement. When the shares of the company are not frequently traded: The minimum offer price will be highest of the following: The first three points will be same as if the shares are frequently traded.

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The fourth point will be: price determined taking into consideration the factors like: Net profit of the Company, Earning per share, book value of shares of the target company. REGULATION 21 The public offer made by the acquirer to the shareholders of the target company shall be for minimum 20% of the voting capital of the Company. REGULATION 22, 23 AND 24 These three regulations deals with: Obligation of Acquirer (22) Obligation of Board of Directors of the target company.(23) Obligation of Merchant Banker(24) REGULATION 25 Any person, other than the acquirer who has made the first public announcement, can make a public announcement within 21 days from the date of first public announcement. Any competitive offer shall be for such number of shares which when taken together with the shares held by him along with person acting in concert shall be at least equal to or more than holding of first bidder. REGULATION 26 The acquirer can at any time up to 7 working days prior to date of closure of offer. The revisions can be in respect of following: Changes in original public announcement in all newspapers where the original public announcement was made. Increasing the value of Escrow account.

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REGULATION 27 No public offer can be withdrawn except under the following circumstances: The statutory approval(s) required have been refused. The sole acquirer being a natural person has died. Withdrawal must be subject to: Publish about the withdrawal in the newspapers in which the offer for public announcement was made. Intimate to stock exchange, Board and the target company about such withdrawal. REGULATION 28 The acquirer must deposit in escrow account such amount as security for performance of his obligation. Amount of Escrow: Not subject to minimum level of acceptance. Subject to Minimum level of acceptance of 20% than 50% of the consideration will be deposited. REGULATION 29 Amount of such sum payable must be deposited within 7 days from the closure of offer with a Banker to an issue registered with the Board together with 90% of the amount lying in escrow account. The regulations though not very old but have still proved to be very significant for the purpose of regulation of acquisition of shares. These regulations are a set of magnificently drafted rules. The credit for making the regulations so practical should be given to Justice P.N.Bhagwati committee.

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5. PROCEDURE FOR TAKEOVER

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5.1 Procedure
The takeover could take place through different methods. A company may acquire the shares of an unlisted company through what is called acquisition under Section 395 of the Companies Act, 1956. However where the shares of the company are widely held by the general public, it involves the process as set out in the SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997, as amended in 2002, 2004 and 2006 respectively. The term Takeover has not been defined under SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997; the term basically envisages the concept of an acquirer taking over the control or management of the target company. When an acquirer, acquires substantial quantity of shares or voting rights of the target company, it results in the Substantial acquisition of Shares.

1. For the purposes of understanding the implications arising from the aforementioned paragraph, it is necessary for us to dwell into what is the actual meaning of

[I] Acquirer - An Acquirer means (includes persons acting in concert (PAC) with him) any individual/company/any other legal entity which intends to acquire or acquires substantial quantity of shares or voting rights of target company or acquires or agrees to acquire control over the target company

[ii] Target Company - A Target Company is a listed company i.e. whose shares are listed on any stock exchange and whose shares or voting rights are acquired/ being acquired or whose control is taken over/being taken over by an acquirer.

[iii] Control - Control includes the right to appoint directly or indirectly or by virtue of agreements or in any other manner majority of directors on the Board of the target company or to control management or policy decisions affecting the target company. However, in case there are two or more persons in control over the target company the cesser of any one of such persons from such control shall not be deemed to be a change in control of management nor shall any change in the nature and quantum of control amongst them constitute change in control of management provided this transfer is

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done in terms of Reg. 3(1)(e). Also if consequent upon change in control of the target company in accordance with regulation 3, the control acquired is equal to or less than the control exercised by person (s) prior to such acquisition of control, such control shall not be deemed to be a change in control

[iv] Promoter - The definition of promoter after amendment in 2006 now includes any person who is in control of the target company or named as promoter in an offer document or shareholding pattern filed by the target company with the stock exchanges according to the listing agreement, whichever is later. The clauses that formed part of the earlier definition but now stand deleted are, any persons who is directly or indirectly in control of the company and any person named as person acting in concert with the promoter in any disclosure made in terms of the listing agreement with the stock exchange or any other regulations or guidelines made or issued by the board under the Act.

The takeover code has also modified the definition of individual. The new definition of individual includes:

1. Spouse, parents, sisters, brothers and children of the promoter. 2. A company in which 10% or more of the share capital is held by the promoter or his immediate relative or a firm/HUF in which the promoter or his immediate relative is a member holding an aggregate share capital of 10% or more. 3. Any company in which the company specified in sub-clause above holds 10% or more of the share capital. (The earlier threshold was 26%) [v] Persons Acting in Concert (PAC)- PACs are individual(s)/company(ies)/any other legal entity(ies) who are acting together for a common objective or for a purpose of substantial acquisition of shares or voting rights or gaining control over the target company pursuant to an agreement or understanding whether formal or informal. Acting in concert would imply co-operation, co-ordination for acquisition of voting rights or control. This co-operation, co-ordination approach may either be direct or indirect. The concept of PAC assumes significance in the context of substantial acquisition of shares since it is impossible for an acquirer to acquire shares or voting rights in a

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company in concert with any other person in such a manner that the acquisition made by them may remain individually below the threshold limit but may collectively exceed the threshold limit.

Unless the contrary is established certain entities are deemed to be persons acting in concert like companies with its holding company or subsidiary company, mutual funds with its sponsor/trustee/asset management company and the likes.

2. Meaning of substantial quantity of shares or voting rights The said Regulations have discussed this aspect of substantial quantity of shares or voting rights separately for two different purposes:

(I)

For the purpose of disclosures to be made by acquirer(s):

(1) 5% or more shares or voting rights: A person who, along with persons acting in concert (PAC), if any, acquires shares or voting rights (which when taken together with his existing holding) would entitle him to more than 5% or 10% or 14% shares or voting rights of target company, is required to disclose the aggregate of his shareholding or voting rights to the target company and the Stock Exchanges where the shares of the target company are traded within 2 days of receipt of intimation of allotment of shares or acquisition of shares.

(2) More than 15% shares or voting rights:

An acquirer, who holds more than 15% shares or voting rights of the target company, shall within 21 days from the financial year ending March 31 make yearly disclosures to the company in respect of his holdings as on the mentioned date.

The target company is, in turn, required to pass on such information to all stock exchanges where the shares of Target Company are listed, within 30 days from the financial year ending March 31 as well as the record date fixed for the purpose of dividend declaration.

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(II) For the purpose of making an open offer by the acquirer (1) 15% shares or voting rights:

An acquirer, who intends to acquire shares which along with his existing shareholding would entitle him to more than 15% voting rights, can acquire such additional shares only after making a public announcement (PA) to acquire at least additional 20% of the voting capital of the target company from the shareholders through an open offer.

(2) Creeping limit of 5%:

An acquirer who is having 15% or more but less than 75% of shares or voting rights of a target company can consolidate his holding up to 5% of the voting rights in any financial year ending 31st March. However, any additional acquisition over and above 5% can be made only after making a public announcement. However in pursuance of Reg. 7(1A) any purchase or sale aggregating to 2% or more of the share capital of the target company are to be disclosed to the Target Company and the Stock Exchange where the shares of the Target company are listed within 2 days of such purchase or sale along with the aggregate shareholding after such acquisition /sale. An acquirer who has made a public offer and seeks to acquire further shares under Reg. 11(1) shall not acquire such shares during the period of 6 months from the date of closure of the public offer at a price higher than the offer price.

(3) Consolidation of holding:

An acquirer who is having 75% shares or voting rights of target company, can acquire further shares or voting rights only after making a public announcement specifying the number of shares to be acquired through open offer from the shareholders of a target company. In order to appreciate the implications arising here from, it is pertinent for us to consider the meaning of the term public announcement.

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3. Public Announcement

A Public Announcement is generally an announcement given in the newspapers by the acquirer, primarily to disclose his intention to acquire a minimum of 20% of the voting capital of the target company from the existing shareholders by means of an open offer. However, an Acquirer may also make an offer for less than 20% of shares of Target Company in case the acquirer is already holding 75% or more of voting rights/ shareholding in the target company and has deposited in the escrow account in cash a sum of 50% of the consideration payable under the public offer.

The Acquirer is required to appoint a Merchant Banker registered with SEBI before making a PA and is also required to make the PA within four working days of the entering into an agreement to acquire shares, which has led to the triggering of the takeover, through such Merchant Banker.

The other disclosures in this announcement would inter alia include 1. The offer price, 2. The number of shares to be acquired from the public. 3. The identity of the acquirer, 4. The purposes of acquisition, 5. The future plans of the acquirer, if any, regarding the target company, 6. The change in control over the target company, if any 7. The procedure to be followed by acquirer in accepting the shares tendered by the shareholders and the period within which all the formalities pertaining to the offer would be completed.

4. Procedure to be followed after the Public Announcement

In pursuance of the provisions of Reg. 18 of the said Regulations, the Acquirer is required to file a draft Offer Document with SEBI within 14 days of the PA through its Merchant Banker, along with filing fees of Rs.50, 000/- per offer Document (payable by Bankers Cheque / Demand Draft). Along with the draft offer document, the Merchant Banker also has to submit a due diligence certificate as well as certain registration details. The filing of the draft offer document is a joint responsibility of

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both the Acquirer as well as the Merchant Banker. Thereafter, the acquirer through its Merchant Banker sends the offer document as well as the blank acceptance form within 45 days from the date of PA, to all the shareholders whose names appear in the register of the company on a particular date. The offer remains open for 30 days. The shareholders are required to send their Share certificate(s) / related documents to the Registrar or Merchant Banker as specified in the PA and offer document. The acquirer is obligated to offer a minimum offer price as is required to be paid by him to all those shareholders whose shares are accepted under the offer, within 30 days from the closure of offer.

5. Exemptions The following transactions are however exempted from making an offer and are not required to be reported to SEBI Allotment to underwriter pursuant to any underwriting agreement. Acquisition of shares in ordinary course of business by: Regd. Stock brokers on behalf of clients. Regd. Market makers. Public financial institutions on their own account. Banks & FIs as pledges. Acquisition of shares by way of transmission on succession or by inheritance. Acquisition of shares by Govt. companies. Acquisition pursuant to a scheme framed under section 18 of SICA 1985 of arrangement/ restructuring including amalgamation or merger or de - merger under any Indian law. Acquisition of shares in companies whose shares are not listed.

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However, if by virtue of acquisition of shares of unlisted company, the acquirer acquires shares or voting rights (over the limits specified) in the listed company, acquirer is required to make an open offer in accordance with the Regulations.

6. Minimum Offer Price and Payments made

It is not the duty of SEBI to approve the offer price, however it ensures that all the relevant parameters are taken in to consideration for fixing the offer price and that the justification for the same is disclosed in the offer document. The offer price shall be the highest of Negotiated price under the agreement, which triggered the open offer. Price paid by the acquirer or PAC with him for acquisition if any, including by way of public rights/ preferential issue during the 26-week period prior to the date of the PA. Average of weekly high & low of the closing prices of shares as quoted on the Stock exchanges, where shares of Target Company are most frequently traded during 26 weeks prior to the date of the Public Announcement. In case the shares of target company are not frequently traded, then the offer price shall be determined by reliance on the following parameters, viz: the negotiated price under the agreement, highest price paid by the acquirer or PAC with him for acquisition if any, including by way of public rights/ preferential issue during the 26-week period prior to the date of the PA and other parameters including return on net worth, book value of the shares of the target company, earning per share, price earning multiple vis a vis the industry average. Acquirers are required to complete the payment of consideration to shareholders who have accepted the offer within 30 days from the date of closure of the offer. In case the delay in payment is on account of non-receipt of statutory approvals and if the same is not due to willful default or neglect on part of the acquirer, the acquirers would be liable to pay interest to the shareholders for the delayed period in accordance with Regulations. Acquirer(s) are however not to be made accountable for postal delays. If the delay in payment of consideration is not due to the above reasons, it would be treated as a violation of the Regulations.

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7. Safeguards incorporated so as to ensure that the Shareholders get their payments

Before making the Public Announcement the acquirer has to create an escrow account having 25% of total consideration payable under the offer of size Rs. 100 crores (Additional 10% if offer size more than 100 crores).. The Escrow could be in the form of cash deposited with a scheduled commercial bank, bank guarantee in favor of the Merchant Banker or deposit of acceptable securities with appropriate margin with the Merchant Banker. In case, the acquirer fails to make payment, Merchant Banker has a right to forfeit the escrow account and distribute the proceeds in the following way. 1. 1/3 of amount to target company. 2. 1/3 to regional Stock Exchanges, for credit to investor protection fund etc. 3. 1/3 to be distributed on pro rata basis among the shareholders who have accepted the offer. The Merchant Banker advised by SEBI is required to ensure that the rejected documents which are kept in the custody of the Registrar / Merchant Banker are sent back to the shareholder through Registered Post. Besides forfeiture of escrow account, SEBI can take separate action against the acquirer which may include prosecution / barring the acquirer from entering the capital market for a period etc. 8. Penalties The Regulations have laid down the general obligations of the acquirer, Target Company and the Merchant Banker. For failure to carry out these obligations as well as for failure / non-compliance of other provisions of the Regulations, Reg. 45 provides for penalties. Any person violating any provisions of the Regulations shall be liable for action in terms of the Regulations and the SEBI Act. If the acquirer or any person acting in concert with him fails to carry out the obligations under the Regulations, the entire or part of the sum in the escrow amount

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shall be liable to be forfeited and the acquirer or such a person shall also be liable for action in terms of the Regulations and the Act. The board of directors of the target company failing to carry out the obligations under the Regulations shall be liable for action in terms of the Regulations and SEBI Act. The Board may, for failure to carry out the requirements of the Regulations by an intermediary, initiate action for suspension or cancellation of registration of an intermediary holding a certificate of registration under section 12 of the Act. Provided that no such certificate of registration shall be suspended or cancelled unless the procedure specified in the Regulations applicable to such intermediary is complied with. The penalties referred to in sub-regulation (1) to (5) may include a. criminal prosecution under section 24 of the SEBI Act; b. monetary penalties under section 15 H of the SEBI Act; c. directions under the provisions of Section 11B of the SEBI Act. Regulations have laid down the penalties for non-compliance. These penalties may include forfeiture of the escrow account, directing the person concerned to sell the shares acquired in violation of the regulations, directing the person concerned not to further deal in securities, monetary penalties, prosecution etc., which may even extend to the barring of the acquirer from entering and participating in the Capital Market.

5.2 Considerations for Takeover

Selection of the method for takeover should be made on the basis of information received about the target company and the means available with the acquirer. a. Consideration in the form of cash: Takeover by an offerer company of an offeree company may be affected by a cash consideration, either for all or in part of the equity capital through a bid directly from the equity shareholders or through the stock market. The offerer company can have the new shares in sufficient number allotted to it or its directors to gain controlling voting power in the offeree company and also purchase for cash, block of shares from the persons in control of the

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offeree company, carrying effective voting rights and thereby enabling its nominees on the Board to control the affairs of the company. b. Consideration in the form of shares: when consideration is offered in the form of shares by the offerer in own company to shareholders of the target company various courses of action are available: Share-for-share takeover bid in which the offerer company in exchange for shares of offeree provides fully paid-up shares on a stated basis. Apart from this, share-plus-cash or share-plus-loan stock, convertible or nonconvertible, shares or loan stock with a cash option could be a mode of consideration. Reverse bid wherein the offeree company makes share-for-share bid for the whole of the equity capital of the offeree company where the offerer company has a large capital base. The alternative is more suitable when the offeree company is listed, a growing concern and capable of acting as a better holding company by pursuing its policies, etc. this mode offers sufficient tax advantages. Combinations of various modes may be resorted to, for discharging the consideration. For instance, acquisition by private deal of a block of shares from the existing Board of directors or larger controlling interest shareholders of the offeree company or acquisition of all or part of the assets of the offeree company for shares of offerer company or reverse acquisition with offeree company, etc. c. Acquisition through a New Company: A new company may be formed by acquiring shares in two target companies and the shares of the new company may be issued to the shareholders of both the target companies, in consideration for acquisition of share capital or undertakings in whole or in part. d. Acquisition of Minority held shares of a subsidiary: the offerer, if already holds more than 50% of issued capital in the offeree company and plans to acquire the balance equity of the offeree will have to resort to takeover tactics subject to the restrictions placed by the Law and also SEBI guidelines.

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5.3 Financing a Takeover
The takeover deals can be financed by any or all of the following methods a discussed below: a. Cash: a company acquiring another will frequently pay for the other company by cash. The cash can be raised in a number of ways. The company may have sufficient cash available in its account, but this is unusual. More often the cash will be borrowed from a bank or raised by an issue of bonds, acquisition financed through debt are known as leveraged buyouts, and the debt will often be moved down onto the balance sheet of the acquired company. The acquired companies than has to pay back the debt. This is a technique often used by private equity companies. The debt ratio of financing can go as high as 80% in some cases. In such a case, the acquiring company would only need to raise 20% of the purchase price. b. Loan Note Alternatives: cash offers for public companies frequently include a loan note alternative that allows shareholders to take part or all of their consideration in loan notes rather than cash. This is done primarily to make the offer more attractive in terms of taxation-a conversion of shares into cash is counted a disposal that will trigger a payment of capital gains tax whereas if the shares are converted into other securities, such as loan notes, the tax is rolled over. c. All Share Deals: A takeover particularly a reverse takeover may be financed by an all share deal. The bidder does not pay money, but instead issues new shares in it to the shareholders of the company being acquired. In a reverse takeover the shareholders of the company being acquired will end up with a majority of the shares in, and therefore control of, the company making the bid. The company has management rights.

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6. TAKEOVER BID

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6.1 Introduction
This is a technique for affecting either a takeover or an amalgamation. It may be defined as an offer to acquire shares of a company, whose shares are not closely held, addressed to the general body of shareholders with a view to obtaining at least sufficient shares to give the offer or, voting control of the company. Takeover Bid is thus adopted by company for taking over the control and management affairs of listed company by acquiring its controlling interest.

While a takeover bid is used for affecting a takeover, it is frequently against the wishes of the management of Offeree Company. It may take the form of an offer to purchase shares for cash or for share for share exchange or a combination of these two firms. Where a takeover bid is used for effecting merger or amalgamation it is generally by consent of management of both companies. It always takes place in the form of share for share exchange offer, so that accepting shareholders of Offree Company become shareholders of Offerer Company.

6.2 Types of Takeover Bid

There are three types of takeover bid: Negotiated bid Tender offer Hostile takeover bid Negotiated bid: It is also called friendly merger. In this case, the management /owners of both the firms sit together and negotiate for the takeover. The acquiring firm negotiates directly with the management of the target company. So the two firms reach an agreement, the proposal for merger may be placed before the shareholders of the two companies. However, if the parties do not reach at an agreement, the merger proposal stands terminated and dropped out. The merger of ITC Classic Ltd. with ICICI Ltd.; and merger of Tata oil mills Ltd. With Hindustan Lever Ltd. were negotiated mergers. However, if the management of the target firm is not agreeable to the merger proposal, then the acquiring firm may go for other procedures i.e. tender offer or hostile takeover.

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Tender offer: A tender offer is a bid to acquire controlling interest in a target company by the acquiring firm by purchasing shares of the target firm at a fixed price. The acquiring firm approaches the shareholders of the target firm directly firm to sell their shareholding to the acquiring firm at a fixed price. This offered price is generally, kept at a level higher than the current market price in order to induce the shareholders to disinvest their holding in favor of the acquiring firm. The acquiring firm may also stipulate in the tender offer as to how many shares it is willing to buy or may purchase all the shares that are offered for sale.

In case of tender offer, the acquiring firm does not need the prior approval of the management of the target firm. The offer is kept open for a specific period within which the shares must be tendered for sale by the shareholders of the target firm. Consolidated Coffee Ltd. was takeover by Tata Tea Ltd. by making a tender offer to the shareholders of the former at a price which was higher than the prevailing market price. In India, in recent times, particularly after the announcement of new takeover code by SEBI, several companies have made tender offers to acquire the target firm. A popular case is the tender offer made by Sterlite Ltd. and then counter offer by Alean to acquire the control of Indian Aluminum Ltd.

Hostile takeover bid: The acquiring firm, without the knowledge and consent of the management of the target firm, may unilaterally pursue the efforts to gain a controlling interest in the target firm, by purchasing shares of the later firm at the stock exchanges. Such case of merger/acquisition is popularity known as raid. The caparo group of the U.K. made a hostile takeover bid to takeover DCM Ltd. and Escorts Ltd. Similarly, some other NRIs have also made hostile bid to takeover some other Indian companies. The new takeover code, as announced by SEBI deals with the hostile bids.

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7. TAKEOVER STRATEGIES

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7.1 Types of Takeover Strategies
To trade takeovers, it is critical to understand how takeover bids work, to know as much as possible about the different players in the game, and to understand the specific details (including conditions) of the bid. There are three main strategies to consider when investing in takeover scenarios. 1. Buying before a (potential) takeover bid Although trading on potential takeovers does not strictly fall into the realm of takeovers, this is the most appropriate place to discuss the subject. One must scour the market, looking for suspicious price activity. This is not easily defined, as it is a skill that people like The Rivkin Report investment team has developed over many years of stock market experience. Put simply, one must look for what appears to be a strong accumulation of shares by a single party. Sometimes this is made easier by significant shareholders having to disclose their change of shareholdings. At other times, experts will just identify a particular accumulation pattern occurring in the market. Next, one considers the fundamental value of the shares. This obviously involves examining the companys fundamentals, such as NTA, P/E ratio, dividend yield and earnings, and so one may have to rely on experts for this information. The next issue to consider is the companys strategic value. Certain companies have strategic value, which competitors within a particular sector will fight for and, subsequently, often pay a high price for in the interests of securing a strategic asset and denying a competitor the chance to buy it. So first of all, one must endeavor to identify price action that suggests some corporate activity may emerge. Then, to protect the downside, one must consider the fundamental value of the company and the strategic value. Armed with an understanding of these variables, a risk/reward ratio must be calculated. This allows one to decide if a share is good to buy, and if so, how much capital one should allocate to it.

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This style of trading requires good timing and an excellent understanding of markets and the players in the markets. Few people can master this art without many years of study and practice. 2. Buying after the first takeover bid and then selling into a higher bid One of The Rivkin Reports most important rules is that it is very rare that the first price in a takeover bid is the last takeover price. This rule is essential to takeover investment strategy. This means that if you are selective, you can buy into a company that is under takeover and eventually sell into the final bid, higher than the initial bid. Something to consider here is the rule to buy at, or close to, the first takeover price. This is a simple rule, but there is a bit more to it than just that. There are two aspects to consider: a. Quality or status of bidder Make sure the bidder is a bona fide bidder. One should only get involved in a situation where the bidder is credible. The bigger the bidder is, the better their ability to pay up will be. b. How many potential bidders could there be for the target? As with the strategy of buying before a potential takeover bid, it is important to assess how many potential bidders there might be. Certain target companies have monopolistic characteristics that strategically may be very important to a number of companies. One must make a basic assessment of the quality of the players and the strategic value of the target. Then, based on the price of the target, one must try to assess the upside/downside risk profile. The downside risk of buying after the first takeover bid is the downside to the bid price. This bid price underpins the downside. The upside is up to the investor to assess.

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The message is that when one sees a takeover bid launched; examination of the situation should be done to assess the downside/upside risk profile. If the ratio is acceptable, the bidder is bona fide, and the capital is available, it is good. There are two potential downsides to consider in regards to trading during this kind of takeover process. The first involves the likely downside risk if no other bids, beyond the first one, are launched. If one buys shares above the bid price in the hope that a higher bid will emerge, then the likely downside is the gap between the price paid and the current bid. For example, if shares are bought at $1.03 when the current bid is set at $1, then the likely risk is 3c (plus transaction and holding costs). The other type of risk to consider is the worst-case scenario risk. This is the downside likely to eventuate in the unlikely event that the current bid fails and no other bid is launched. This downside is not as easily predicted, but the share price levels in the period before the bid was launched are a reasonable guide. 3. Buying below the existing takeover price and making a guaranteed return When the market believes another bid is unlikely, shares will often trade below the takeover price. This situation will often provide a low-risk, solid-return situation. Three things to consider here are: a. Never forget that even though the return provided by the bid at the time may be small in nominal terms, its annualized return is often much higher. b. The chance of a higher bid can never be ruled out until the whole process is over, even if it seems unlikely. Often, when a friendly bid is launched, which the market expects to be successful, the bid will attract more corporate interest and a higher bid may appear. This has occurred on many occasions. This free option over a higher bid should not be disregarded. c. When trading this kind of takeover, where a further bid is unlikely and the nominal return is minimal, it is important to buy enough shares to make it worthwhile. Obviously, if one is purchasing only $4000 worth of shares at 97c for a $1 bid, the 3.1% return wont be worth it when we factor in brokerage and

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GST. Remember that one benefit when accepting a takeover bid is that we pay no brokerage and GST. Therefore, fees are only paid on the purchase.

7.2 Anti Takeover Defenses

Anti takeover defenses are also termed as Anti takeover tactics. There are a number of anti takeover defenses that are applied by the target companies for averting the acquirers or bidders. This is specially seen in the United States that carries an extensive and diverse history of takeovers.

Some of the significant takeover defenses are discussed below: Poison Pills To avoid hostile takeovers, lawyers created this contractual mechanics that strengthen Target Company. It's a generic name that makes reference to some protection against unsolicited tender offer. One usual poison pill inside a Corporation Statement is the clause which triggers shareholders rights to buy more company stocks in case of attack. Such action can make severe differences for the raider. If shareholders do really buy more stocks of company with advantaged price, it will be harder to acquire the company control for sure. Stock Option Workout Poison Pill may have the same structure of stock options used for payouts. Under these agreements, once the triggering fact happens, investor have the right to turnkey some right. In poison pill event, most common is an option to buy more shares, with some advantages. Priced with better conditions, lower than what bidders does for the corporation. The usual stock option is made to situations of high priced stocks. That usually happens under takeover operations. A takeover hard to be defended usually will have a bid offer with a compatible price, at that moment. Compatible means higher than usual for

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shareholders but conditions are there to be accepted by stockholders. Shareholders can exorcize rights to keep themselves stake position inside the corporation. Shark Repellent Shark Repellent it's a generic term related to strategy of takeover defense. Any company that intends to prepare itself against unsolicited bidders has several ways to avoid it. There are several measures that can be taken in order to respond a raider attack. Among shark repellent instruments there are: golden parachute, poison pills, greenmail, white knight, etc. Anyway it shall make some effect against bidders. The question today is not only whether creating a bullet proof strategy or not, neither to keep defenses, the discussion is about shark repellent efficiency. However, it's something not unanimous anymore. These provisions are accused of protecting in excess management, creating unreal prices, and keeping away even good bidders. In some companies, it can even ignore shareholders interest. More than financial tricks, these bullet proof clauses are now being decided in Courts all over America. The main point is not only corporate governance, management, and holding control. Further its a discussion that really matters for shareholders that stood aside in the past. White Knight Another fortune way to handle a hostile takeover is through White Knight bidders. Competition is ever a serious factor in any market field. Usually players of some specific market, know each other for a long time, even if from different countries. They know each ones history, strategy, strength, advantages, clients, bankers and legal supporters. Meaning beyond similarities or not, there're communities around these companies. Under these circumstances, investment bankers can achieve a White Knight raider to also play against the unsolicited takeover. The White Knight presence and play may have at least two main effects. First it can push the hostile takeover bid till the edge, and break-even point. Second, if result in attack quit, a new mega corporation can surge, stronger than ever. For the target company is a good strategy, once it makes

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takeover defense mostly to be decided in the stock exchange, between bankers, traders, analysts. Commonly, if results a White Knight union, sometimes it's just an alliance already studied and waited for both. Anticipation of alliances can be unexpected but nevertheless, market may prove it was right. White Squire To avoid takeovers bids, some shareholder may detain a large stake of one company shares. With friendly players holding relevant positions of shares, the protected company may feel more comfortable to face an unsolicited offer. A White Squire is a shareholder than it can make a tender offer. Otherwise it has so much relevance over the company stock composition, which can make raiders takeover more difficult or somewhat expensive. Real White Squire does not take over the target company, and only plays as a defense strategy. In order to defend these companies, some bankers organize funds for that specific purpose. A White Squire fund is designed to increase share participation in companies under stress. Structured to make defense positions for several corporations, till the takeover chance is on. Leveraged Buyout A leveraged buyout, or LBO, is the acquisition of a company or division of a company with a substantial portion of borrowed funds. Leveraged buyout does make a shakeout over the corporation, and the entire market. But does not always means specific and enough expertise to manage it afterwards. Today, still leveraged buyout magic is on the stage. Sometimes one operation follows another. Like when a corporation takes over first one, and then they use assets of the first one to finance a takeover against a second one. But today these moves are not new anymore, and there are a lot of investment bankers and attorneys familiar with this entire world.

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Greenmail Greenmail is a situation, in which a large block of stock is held by an unfriendly company. This forces the target company to repurchase the stock at a substantial premium to prevent a takeover. "goodbye kiss" Greenmail pushes aside that hostile bidder. But by a millionaire premium it can further boost interest of raiders and mega investors all over, searching for a good opportunity. For that qualifying reason, it as a defense may be not quite proper. It recognizes an unsolicited offer and risk, and shareholders may take a burden of something they're apart. Golden Parachute This measure discourages an unwanted takeover by offering lucrative benefits to the current top executives, who may lose their job if their company is taken over by another firm. The triggering events that enable the golden parachute clause are change of control over the company and subsequent dismissal of the executive by a raider provided that this dismissal is outside the executives control. Benefits written into the executives contracts may include items such as stock options, bonuses, hefty severance pay and so on. Golden parachutes can be prohibitively expensive for the acquiring firm and, therefore, may make undesirable suitors think twice before acquiring a company if they do not want to retain the targets management nor dismiss them at a high price. It is also known as a "bon voyage bonus" or a

Pacman Defense

This defense, named after the videogame, consists of a counter-purchase by the target of the shares against its attacker. In some cases it will suffice to buy even a small fraction of shares of the attacker to be able to initiate legal claims against the attacking company in the capacity of minority shareholder. Sometimes the company will be unable to buy the shares of a raider due to the lack of readily available funds or for some other reasons, e.g. the shares of the attacker are consolidated in the hands of shareholders friendly to the attacker. In this case the company or the persons affiliated

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with the company may start to acquire other tools of influence on the attacker or the business group it belongs to, e.g. rights of claim, debts, and bills of exchange.

Cross Shareholding

Several subsidiaries of a company (at least three) have to be established, where the parent company owns 100% of share capital in each subsidiary. The parent transfers to subsidiaries the most valuable assets as a contribution to the share capital. Then the subsidiaries issue more shares. The amount of these should be more than four times the initial share capital. Subsidiaries then distribute the shares among themselves. The result of such an operation is that the parent owns less that 25% of the share capital of each subsidiary. In other words the parent company does not even have a blocking shareholding. When implementing this scheme it is important to ensure that the management of the subsidiaries is loyal to the parent company. In this way the raider who proceeds with a takeover may find him deprived of the very objective of his ambitions.

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8. RECENT CASES IN TAKEOVER

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8.1 Takeover of Rassi Cements by India Cements Background
Shri N. Srinivasan, an industrialist, is the Vice Chairman & Managing Director of the India Cements Ltd. (ICL). ICL is one of the largest cement producers in south India. The company has a strong presence in the states of Tamil Nadu, Kerala and Andhra Pradesh. Cement constituted approximately 97% of ICL's total revenues. Besides cement, the company has a presence in wind energy and real estate. In early 1998, ICL had six cement plants, three each in Tamil Nadu and Andhra Pradesh and its capacity had increased to 5.2 mtpa. ICL entered Andhra Pradesh by acquiring the Chilamakur plant from Coromandel Fertilizers in 1990. In September 1997, ICL took a 100% stake in Visaka Industries Ltd through its subsidiaries and associate companies. Also in 1998, ICL acquired the Yerranguntla plant from the Cement Corporation of India (CCI). Raasi Cements was promoted by Raju and his son-in-law, N P K Raju in 1978. Other than cement, the group also had interests in ceramics and paper. Raasi's cement division had a capacity of 1.60 mtpa. Raasi seemed to be an attractive target for ICL as it was a relatively low cost producer. Analysts felt that Raasi failed to capitalize on its low production cost, because of its weak marketing set-up, particularly in Kerala and Tamil Nadu. As a result, Raasi tended to dump the cement in its weak markets thereby putting pressure on other players in the region. The takeover of Raasi also would help in rationalization of various markets between ICL and Raasi, and interchangeable use of Sankar, Coromandel and Raasi brand names.

Industry Profile
In the late 1990's the Indian cement industry was a highly fragmented one. There were 117 plants belonging to 59 companies spread across the length and breadth of the country, with an installed capacity of 109.97 mtpa. In the early 1990s, the industry expanded considerably as new plants with large capacities came up. The success of the economic reforms of the early 1990s was a boost to the expansion plans of the cement companies. However, in the mid and late 1990s, as demand for cement declined, the share prices of most companies fell. In the late 1990s, acquisitions triggered off

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consolidation in the cement Industry. The process of consolidation started in 1998 with ICL taking over Visaka Cement and CCI's plant at Yerraguntla, (Andhra Pradesh) and Grasim taking over Dharani Cement and Shri Digvijay Cements. Also, in 1998, Lafarge, a French building material multinational took over Tata Iron and Steel Co's (Tisco) 1.7 mtpa plant. The main reason for the sudden spate of acquisitions was that overcapacity had squeezed margins, making it impossible for the smaller, inefficient players, especially in the north and west, to carry on with their operations. Capacity had grown by 9% a year, whereas demand had grown by only 7%. The industry was operating at an average capacity of 81% in 1996-97, 1% less than in the previous year. But most plants need to operate at over 85% capacity utilization to make a profit. In contrast to the northern and western regions, in the late 1990s, Southern region had a deficit of cement. In the late 1990s, both Larsen & Toubro (L&T) and Gujarat Ambuja Cements Limited (GACL) tried to set up their private jetties in Kerala to procure shipments from their respective Gujarat plants. However, the local cement lobby thwarted their attempts, and as a result, neither L&T nor GACL was able to set up a jetty. Some supplies were transported using the Bombay Port Trust's jetty services in Kerala. But as their market prices were non-competitive, the shipments were stopped. Analysts felt that the attempts by cement producers from the north and west India to transport cement to the south was likely to meet resistance in future especially in the coastal markets. Demand in this region was driven by the housing sector in Kerala and Tamil Nadu, and large infrastructural developmental work in Andhra Pradesh. During the period 200005, demand for cement was expected to grow at 10-12% per annum. With the industry operating at 85% capacity, the regional deficit for cement in the southern region was expected to grow by 20-30% in 2000-05. Therefore, prices were expected to increase by at least 5%-6% p.a. in 2000-05. Analysts felt that the acquisition drives by companies like ICL, Grasim, L&T and GACL in the late 1990s

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was only the first phase of a long awaited consolidation process in the Indian cement industry. Nowhere in the world were there 117 cement plants spread over 59 companies. They felt that the number of companies would fall to a single digit number by 2005. Companies with smaller capacity would either sell out or close down operations.

The Deal
Analysts felt that if ICL was indeed interested in Raasi and was buying its stock, then it was probably doing so in the belief that the family, despite Raju's assertion, would sell out. Raju had no sons, but his three sons-in-law were involved with the running of the company, and at least one of them seemed to be interested in selling out. ICL was no stranger to Raasi. In 1995, one of Raju's sons-in-law sold the 0.68 million shares in his possession (roughly 4 per cent of the company's equity) to Srinivasan, on the understanding that the shares would be bought back in more favorable times. According to Raju this was done without his knowledge. Since then, ICL had been quietly increasing this stake. The company bought an additional 0.13 million shares in 1996-97 at an average price of Rs 90, taking its stake to around 5%. When the share dipped to Rs 50 in October 1997, it was an opportune moment for ICL to increase its holdings in Raasi and by late 1997; ICL increased its stake in Raasi to 8%. By January 1998, Srinivasan had accumulated 18.03% of Raasi's equity, both through open market purchases as well as by buying out the stake of an estranged faction of the Raju family. In February 1998, Srinivasan announced an open offer to acquire an additional 20% of Raasi's equity. He offered Rs 300 per share, 72.41% above the stockmarket price of Rs 174 on February 26, 1998. Raasi's shareholders seemed to find it hard to turn down his offer. On March 1, 1998, the state-owned APIDC sold its 2.13% stake in Raasi to ICL. Subsequently, a Chennai-based stockbroker, Valampuri & Co., cornered 1.40 % of Raasi's equity from the market for Srinivasan, taking ICL's stake in Raasi to 21.56%. Srinivasan was also negotiating with V.P. Babaria, a transporter for both ICL and Raasi, to pick up his 7% stake in the latter. If Babaria sold his stake, ICL's stake in Raasi would go up to 28.56%. With more than 25% of Raasi's equity in his kitty,

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Srinivasan would be in a position to veto any special resolution put up for the approval of Raasi's shareholders. A confident Srinivasan told Business Today in Chennai: "Raju cannot wish me away and that's irrespective of the response ICL will elicit for its public offer, which will be open between April 15 and May 15, 1998." Unwilling to take any chances, Raju planned to execute a series of defensive maneuvers to stall Srinivasan. Raasi could get its shareholders to approve the hiving-off of the 39.5% stake it owned in SVCL. But this could be opposed by the financial institutions as Raasi had promised BIFR, while taking over the sick company, which it would not dispose of the shares. Raju also had the option of making a counter-offer to his shareholders, and weaning away potential sellers from Srinivasan. But this was an expensive option, (Raju needed approximately Rs 100 crore to make a counter bid) and he did not seem to have the funds to pull it off. Raju's efforts to find a 'white knight' didn't succeed either. R. Kunjitapadam, technical adviser and vice chairman, Raasi, said, "Some companies did try to help us out of the crisis. We were looking for assistance in the form of a white knight, or joint participation in developing the company further, and parting at a later date." Raasi approached three sources - Kumar Mangalam Birla (Chairman, A.V.Birla Group), GACL and Switzerland's Holder Bank. Birla wanted a 51% stake while GACL seemed to prefer a takeover. Raju then made a final attempt by talking to Holder bank, but the latter wanted to merge Raasi with its Indian enterprise, Kalyanpur Cements. Raju expected help from the Andhra Pradesh government and other state industrialists who were against ICL's takeover bid. However, Mr. Chandra Babu Naidu, the Chief Minister of Andhra Pradesh, refused to meet a delegation of state industrialists who wanted to present Raju's case. His only comment to the sale of APIDC's stake in Raasi was, "The old man will be unhappy". In March 1998, realizing his predicament, Raju began to negotiate with Srinivasan to sell his 33% shares in the company. In an exclusive interview to Business India Raju said, "Though I had 33% of the shares and associates held 10%, I needed another Rs.1 billion for 51%. I did not want to incur further debts. It will take me ten births to repay them. Let this child of mine be happy, even if it's with a new owner."

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After protracted negotiations with an ICL team which flew down from Chennai to Hyderabad, Raasi decided to let ICL buy its shares at Rs.286 a share. In April 1998, Business World reported, "On paper Raju has reaped a harvest of Rs. 1.49 billion on this deal. But after deduction of all dues and shares for friends and relatives from the promoters' stake of 33%, Raju will net only Rs 30 million in his personal account." Commenting on the sell-out, Srinivasan said, "We are happy that Dr B V Raju and his associates have agreed to sell their stake in Raasi Cement. The consolidation process will be beneficial to both companies as it would result in production, marketing and distribution synergies." "At a later date, we plan to merge both the companies", he added. The takeover of Raasi by ICL led to a new controversy over the ownership of SVCL. SVCL was of strategic importance to both ICL and Raju. In early 1998, when ICL made known its intention to take over Raasi, it was believed that SVCL, in which Raasi had a 39.5% stake, would be part of the deal. However, when ICL came up with its open offer for Raasi, it discovered that the latter's entire stake in SVCL had been sold to some of the promoter's group companies. In late 1997, Raasi had convened a couple of board meetings and its shares in SVCL were divested at Rs10 each, allegedly to Raju's friends and relations. Till the eventual takeover was complete no one questioned this deal. After the takeover of Raasi, ICL examined Raasi's books and found that it had violated the Securities & Exchange Board of India (SEBI) takeover guidelines which prohibited the target management from disposing off any asset during the open offer period. ICL complained to SEBI that Raasi had divested its 39.5% holding in SVCL in favor of nine firms controlled by Raju, in violation of the SEBI takeover code and the Companies Act. SEBI ordered an investigation into the legality of this share transfer and the Hyderabad City Civil Court was to judge how far the transfer was to the shareholder of Raasi. Company sources said that Srinivasan would try to convince the courts that the shares were sold at a throwaway price of Rs 10. This would make the deal detrimental to shareholders' interests under Section 397 of the Companies Act, 1956, which dealt with "prevention of oppression," and defined oppression as "lack of probity and fair dealing in the affairs of a company to the prejudice of its members."

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In August 1998, Raju and his associates announced an open offer for a 20 per cent stake in SVCL at Rs 25 per share to increase their share from 39.5% to around 60%. On September 4, 1998, SEBI allowed Raju to go ahead with his open offer. Confident of the success of the open offer Raju increased the original offer price of Rs 25 per share to Rs 100 in September 1998. Meanwhile, in August 1998, Raju also picked up a 26.21% stake in SVCL, buying the shares of Industrial Development Bank of India (13.16%), Industrial Credit and Investment Corporation of India (6.53%), and the Industrial Finance Corporation of India (6.52%). With this acquisition he increased his holdings in SVCL to 65.71%. Raju then tried to raise his stake in SVCL to over 90%. If all went well, Raju could delist the company by making another open offer to the remaining shareholders. Even if he had to return the 39.5% stake to Raasi, he would still hold a controlling stake of over 50%. If SEBI was convinced that the share-transfer was detrimental to the interests of Raasi's shareholders, it had two options. One, the transfer could be reversed: Raju could be legally forced to return the 39.5% stake to Raasi. Or, SEBI could direct Raju to pay the difference of Rs 90 per share to Raasi. In mid 1999, almost a year after SEBI started its investigations; it was yet to make a public statement on what its investigations had revealed. In October 1999 Raju sold his disputed 39.5% stake in SVCL to ICL. In a compromise reached in Hyderabad, Raju sold his shares for Rs 1.15 billion, at Rs. 120 a share. Commenting on the surrender, Raju said, "I have had a long and successful innings, but the younger generation of the family is more interested in high technology areas like software. In view of my age and keeping in mind the interest of the stakeholders in SVCL, we decided to divest in favour of ICL." With this, ICL acquired 88.55% of SVCL's paid up capital. All cases relating to the matter, pending before SEBI were dropped. In December 1999, ICL Securities Ltd. (ICLSL), along with ICL and Raasi made an offer for the purchase of the remaining shares of SVCL (constituting 11.45% of the equity share capital) at Rs. 98.25 per share. By the end of 2000, SVCL became a subsidiary of ICL.

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Problems:
a. B.V. Raju's first demand was that there shall exist a buyback provision in law for the defender. (The Companies Act has been subsequently amended to permit

buyback of securities by a company subject to certain conditions).

b. ICL decided to pay out a whopping Rs. 300 per share of RCL. This price far exceeded the book value of the target. The ICL lenders raised serious doubts as to how this would affect ICL's balance sheet. However, in the end, ICL was able to justify the price satisfactorily.

c. Raju sold out before the institutions did. ICL did not need to buy out the institutions, certainly not at the exorbitant open offer price. Institutions like UTI, which held 12% of RCL even threatened to approach SEBI in order to pursue ICL to purchase its stake in the open offer.

Post Takeover Synergy

Combined cement capacity of ICL increase up to 8 mtpa. Operating income of ICL-Raasi combine grew by 55% due to availability of high cement capacity and steep rise in income. The company was able to reduce its freight charges and utilize resources efficiently. Synergy increase its market share from 15% in 1998 to 25 26% in 1999 Combined synergy to achieve value addition and greater penetration in southern region. Combined synergy leads to expansion of plants to enhance productivity and efficiency to produce nearly 10 million tons in 2001. Burden of debt due to acquisition is very high seen from rising debt equity ratio.

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In order to realize the synergy the leverage should be brought down and cash flow should be generated. Existing distribution infrastructure of Raasi helps ICL to leverage this to reduce the freight and other costs.

Conclusion
At the end, the takeover resulted as a successful one. Following are the details of the company after takeover: The whole company currently has a production capacity of 9.1Mt/year. ICL with subsidiary Raasi cement is going well, so the takeover is valuable. A source said that ICL sells about 90% of its production in Kerala, Andhra Pradesh and Tamil Nadu, all this is due to capacity improved by acquisition of cement companies like Raasi cements.

With this acquisition, India Cements emerged as south India's largest cement manufacturer with about 7.5 million tonnes per annum Capacity. Both companies combined will enjoy a market share of 35 per cent in the south India.

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8.2 Tata Steels Takeover of Corus
On January 31, 2007, India based Tata Steel Limited (Tata Steel) acquired the Anglo Dutch steel company, Corus Group Plc (Corus) for US$ 12.04 billion. The merged entity, Tata-Corus, employed 84,000 people across 45 countries in the world. It had the capacity to produce 27 million tons of steel per annum.

Tata Steel outbid the Brazilian Steelmaker Companhia Siderurgica Nacional's (CSN) final offer of 603 pence per share by offering 608 pence per share to acquire Corus. Tata Steel had first offered to pay 455 pence per share of Corus, to close the deal at US$ 7.6 billion on October 17, 2006. CSN then offered 475 pence per share of Corus on November 17, 2006. Finally, an auction was initiated on January 31, 2007, and after nine rounds of bidding, Steel could finally clinch the deal with its final bid 608 pence per share, almost 34% higher than the first bid of 455 pence per share of Corus. The
deal is the largest Indian takeover of a foreign company and made Tata Steel the world's fifthlargest steel group.

Background
Tata Steel, formerly known as TISCO (Tata Iron and Steel Company Limited), was the world's 56th largest and India's 2nd largest steel company with an annual crude steel capacity of 3.8 million tonnes. It is based in Jamshedpur, Jharkhand, India. It is part of the Tata Group of companies. Post Corus merger, Tata Steel is India's second largest and second-most profitable company in private sector with consolidated revenues of Rs 1,32,110 crore and net profit of over Rs 12,350 crore during the year ended March 31, 2008. The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. The company is listed on BSE and NSE; and employs about 82,700 people (as of 2007). Corus was formed from the merger of Koninklijke Hoogovens N.V. with British Steel Plc on 6 October 1999. It has major integrated steel plants at Port Talbot, South Wales; Scunthorpe, North Lincolnshire; Teesside, Cleveland (all in the United Kingdom) and IJmuiden in the Netherlands. It also has rolling mills situated at Shotton, North Wales (which manufactures Colorcoat products), Trostre in Llanelli, Llanwern in Newport,

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South Wales, Rotherham and Stocksbridge, South Yorkshire, England, Motherwell, North Lanarkshire, Scotland, Hayange, France, and Bergen, Norway. In addition it has tube mills located at Corby, Stockton and Hartlepool in England and Oosterhout, Arnhem, Zwijndrecht and Maastricht in the Netherlands. Group turnover for the year to 31 December 2005 was 10.142 billion. Profits were 580 million before tax and 451 million after tax.

Industry Profile
The Indian steel industry is more than 100 years old now. The first steel ingot was rolled on 16th February 1912 - a momentous day in the history of industrial India. Steel is crucial to the development of any modern economy and is considered to be the backbone of the human civilization. The level of per capita consumption of steel is treated as one of the important indicators of socio-economic development and living standard of the people in any country. It is a product of a large and technologically complex industry having strong forward and backward linkages in terms of material flow and income generation. All major industrial economies are characterized by the existence of a strong steel industry and the growth of many of these economies has been largely shaped by the strength of their steel industries in their initial stages of development. India is the seventh largest steel producer in the world, employing over half a million people directly with a cumulative capital investment of around Rs. one lakh crore. It is a core sector essential for economic and social development of the country and crucial for its defense. The Indian iron and steel industry contributes about Rs.8,000 crore to the national exchequer in the form of excise and custom duties, apart from earning foreign exchange of approximately Rs. 3,000 crore through exports. Consumption of finished steel grew by 5.9 % and increased to 24.9 million tones. Steel consumption is likely to increase in the at a rapid pace in future due to large investments planned in infrastructure development, increase urbanization and growth in key steel sectors i.e. automobile, construction and capital goods.

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Problems
Though the potential benefits of the Corus deal were widely appreciated, some analysts had doubts about the outcome and effects on Tata Steel's performance. They pointed out that Corus' EBITDA (earnings before interest, tax, depreciation and amortization) at 8 percent was much lower than that of Tata Steel which was at 30 percent in the financial year 2006-07.

Final Deal Structure

$3.53.8bn infusion from Tata Steel ($2bn as its equity contribution, $1.51.8bn through a bridge loan)

$5.6bn through a LBO ($3.05bn through senior term loan, $2.6bn through high yield loan)

Financing the Acquisition

By the first week of April 2007, the final draft of the financing structure of the acquisition was worked out and was presented to the Corus' Pension Trusties and the Works Council by the senior management of Tata Steel. The enterprise value of Corus including debt and other costs was estimated at US$ 13.7 billion.

The Synergies
There were a lot of apparent synergies between Tata Steel which was a low cost steel producer in fast developing region of the world and Corus which was a high value product manufacturer in the region of the world demanding value products. Some of the prominent synergies that could arise from the deal were as follows:

Tata was one of the lowest cost steel producers in the world and had self sufficiency in raw material. Corus was fighting to keep its productions costs under control and was on the lookout for sources of iron ore.

Tata had a strong retail and distribution network in India and SE Asia. This would give the European manufacturer an in-road into the emerging Asian

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markets. Tata was a major supplier to the Indian auto industry and the demand for value added steel products was growing in this market. Hence there would be a powerful combination of high quality developed and low cost high growth markets

There would be technology transfer and cross-fertilization of R&D capabilities between the two companies that specialized in different areas of the value chain

There was a strong culture fit between the two organizations both of which highly emphasized on continuous improvement and ethics. Tata steel's Continuous Improvement Program Aspire with the core values: Trusteeship, integrity, respect for individual, credibility and excellence. Corus's Continuous Improvement Program The Corus Way with the core values: code of ethics, integrity, creating value in steel, customer focus, selective growth and respect for our people.

Future Outlook
Before the acquisition, the major market for Tata Steel was India. The Indian market accounted for sixty nine percent of the company's total sales. Almost half of Corus' production of steel was sold in Europe (excluding UK). The UK consumed twenty nine percent of its production.

After the acquisition, the European market (including UK) would consume 59 percent of the merged entity's total production.

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8.3 Tata Motors Takeover of Jaguar Land Rover
In June 2008, India-based Tata Motors Ltd. announced that it had completed the acquisition of the two iconic British brands - Jaguar and Land Rover (JLR) from the US-based Ford Motors for US$ 2.3 billion.

Background
Tata Motors is Indias largest automobile company, with consolidated revenues of USD 20 billion in 2009-10. It is the leader in commercial vehicles and among the top three in passenger vehicles. Tata Motors has products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, the world's second largest bus manufacturer, and employs 24,000 workers. Since first rolled out in 1954, Tata Motors has produced and sold over 4 million vehicles in India. Jaguar Land Rover is a business built around two great British car brands with exceptional design and engineering capabilities. Jaguar Land Rovers manufacturing facilities are in the UK. JLR was set up by Ford Motor Company in 2002 as a single entity to manage the businesses of both Jaguar Cars which they acquired in 1989, and Land Rover which was acquired from BMW in 2000. JLR was acquired from Ford by Tata Motors in 2008.

Industry Profile
The automotive industry in India grew at a computed annual growth rate (CAGR) of 11.5 percent over the past five years, the Economic Survey 2008-09 tabled in parliament on 2nd July09 said. The industry has a strong multiplier effect on the economy due to its deep forward and backward linkages with several key segments of the economy, a finance ministry statement said. The automobile industry, which was plagued by the economic downturn amidst a credit crisis, managed a growth of 0.7 percent in 2008-09 with passenger car sales registering 1.31 percent growth while the commercial vehicles segment slumped 21.7 percent.

Indian automobile industry has come a long way to from the era of the Ambassador car to Maruti 800 to latest TATA Nano. The industry is highly competitive with a number

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of global and Indian companies present today. It is projected to be the third largest auto industry by 2030 and just behind to US & China, according to a report. The industry is estimated to be a US$ 34 billion industry.

Indian Automobile industry can be divided into three segments i.e. two wheeler, three wheeler & four wheeler segment. The domestic two-wheeler market is dominated by Indian as well as foreign players such as Hero Honda, Bajaj Auto, Honda Motors, TVS Motors, and Suzuki etc. Maruti Udyog and Tata Motors are the leading passenger car manufacturers in the country. And India is considered as strategic market by Suzuki, Yamaha, etc. Commercial Vehicle market is catered by players like Tata Motors, Ashok Leyland, Volvo, Force Motors, Eicher Motors etc.

The major players have not left any stone unturned to be global. Major of the players have got into the merger activities with their foreign counterparts. Like Maruti with Suzuki, Hero with Honda, Tata with Fiat, Mahindra with Renault, Force Motors with Mann.

The Deal
Tata Motors is the largest manufacturer of commercial and passenger vehicles in India. In 2008 Tata Motors acquired from Ford Motor Company the two luxury car brands Jaguar and Land Rover (JLR). The stock market's immediate reaction to the JLR acquisition was negative. In the few days following the announcement of the JLR acquisition, the stock price of Tata Motors underperformed the Sensex index by about 5%. Balaji Jayaraman of Morgan Stanley said, buying Jaguar and Land Rover was value-destructive given the lack of synergies and the high-cost operations involved. However, Tata Motors' officials expressed confidence in the deal's long-term potential. Managing Director Ravi Kant said the company was "pretty confident that Jaguar and Land Rover will add positively to our consolidated balance sheet." "People are free to make their own opinions, but I think time will prove who is right," Kant said. Instead, the stock performance of Tata Motors worsened over the next year, and its shares underperformed the Sensex index by 36%. It is, of course, true that this period coincided with the recent economic turbulence in the world, and a significant downturn in the global automotive market.

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Ford purchased Jaguar and Land Rover for $5 billon and sold them to Tata Motors for about half that price after several years of operating losses. It is difficult to see how Tata Motors would have greater synergies than Ford with JLR. There are no significant synergies between Tata Motors and JLR. The two companies operate in different geographic markets, selling cars with different technology to very disparate customer segments. Around the same time, Tata Motors was launching its much-publicized car the Tata Nano, the worlds cheapest car. Kant issued a clear directive: keep these vehicle lines separate and distinct. "Each is going to chart its own future and own course, he says. "The conflict would come if we were to try to put them together." Tata has experience taking over global brands, and its strategy has been to let each business run its own entity, with modest input from the home office. This is consistent with the view that there are minimal synergies between the two companies.

Tata Motors financed the acquisition with debt significantly increasing its risk profile. The company's ratio of EBITDA earnings to interest paid, an inverse measure of the firm's debt risk, used to be in the range 9 to 11 during the years 2005-2007; after the acquisition, the coverage ratio dropped to 5.9 in 2008. By comparison, the coverage ratio for some successful auto companies in 2008 was: 86 for Toyota, 45 for Nissan, and 31 for Audi. As mentioned earlier, Tata Motors had problems in refinancing him bridge loan in 2009.

While discussing the disappointing performance of Corus and JLR, Ratan Tata conceded in an interview with The Sunday Times in 2009 that, with hindsight, he might have gone too far too fast, but that nobody saw the crash coming. If one had known there was going to be a meltdown then yes [Tata went too far] but nobody knew. Both the acquisitions were made, I would say, at an inopportune time in the sense that they were near the top of the market in terms of price.Even if we accept the view that the timing of the JLR acquisition was unfortunate, there is still no positive rationale for the acquisition. Lacking synergies, Tata Motors was behaving as a conglomerate in acquiring JLR. There is much evidence that such conglomerate diversification does not create shareholder value; in fact, conglomerates on the average trade at a discount to their break-up value. This situation is made worse if Tata Motors overpaid for the JLR acquisition, even if inadvertently. ICICI Securities values JLR at only about $850 million in 2010, in contrast to the acquisition price of $2.3 billion.

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Problems
Sales of JLR declined by 11.4% during the 2nd quarter ending Sep.2008 Tata motors had to pump in funds to keep JLR on the move With not much of cash generation internally, additional investments of funds would only add to the debt and interest burden of the company For the quarter ending Dec2008,the sales volumes of JLR decreased by 35.2% to 49,186 By the end of 2008,retail vehicle sales were reported at 10.8 million-around 2 million lower than the sales reported in 2007

Post Takeover Synergy

In less than three years after its acquisition, Jaguar Land Rover has metamorphosed from a millstone around Tata Motors neck into its crowning jewel. In the June 2010 quarter, JLR division accounted for nearly 70% of the companys net profit and over 60% of its revenues on the consolidated basis. This was more than what the market has expected and the stock is up by nearly 150% in the past two trading sessions. Jaguar Land Rover global sales in December 2009 were 21,134 vehicles, higher by 33% and Jaguar sales for the month were 4,794, higher by 5%, while Land Rover sales were 16,340, higher by 45%.

Future Outlook
Tata Motors had formed an integration committee with senior executives from the JLR and Tata Motors, to set milestones and long-term goals for the acquired entities. One of the major problems for Tata Motors could be the slowing down of the European and US automobile markets. It was expected that the company would address this issue by concentrating on countries like Russia, China, India, and the Middle East.

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8.4 P&Gs Takeover of Gillette
Cincinnati-based P&G announcing its investment deal to acquire Boston-based Gillette for $57 billion, the stage was set for it to become the world's largest consumer products company with annual sales of $60.7 billion.

Background
William Procter, a candle maker, and James Gamble, a soap maker, formed this global and Fortune 500 Corporation in 1837. Procter and Gamble (P&G) is headquartered in Cincinnati, Ohio. These two entrepreneurs and inventors were immigrants from England and Ireland respectively; who have chosen for some reason to settle in the Cincinnati area. The company manufactures a wide variety of consumer goods including beauty, household, health and wellness products. In the early parts of 2007, P&G was the 25th largest U.S Company by revenue, 18th largest by profit, and 10th in Fortunes Most Admired Companies list. Touching Lives, Improving Life is the corporate motto which is exemplified in the 138,000 employees and loyal customers worldwide. The worldwide demand for P&G s products and services has forced management to focus on global marketing and innovation. This worldwide marketing and innovation success was achieved by making sure that what P&G produce is of highest quality and most importantly is what customers need. P&G is very adaptable to changing customer demands by carefully and clearly defining its innovative strategies Gillette is a brand of Procter & Gamble currently used for safety razors, among other personal hygiene products. Based in Boston, Massachusetts, it is one of several brands originally owned by The Gillette Company, a leading global supplier of products under various brands, which was acquired by P&G in 2005. Their slogan is "The Best a Man Can Get". The original Gillette Company was founded by King Camp Gillette in 1895 as a safety razor manufacturer. On October 1, 2005, Procter & Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. The merger created the world's largest personal care and household products company.

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The Gillette Company's assets were initially incorporated into a P&G unit known internally as "Global Gillette". In July 2007, Global Gillette was dissolved and incorporated into Procter & Gamble's other two main divisions, Procter & Gamble Beauty and Procter & Gamble Household Care. Gillette's brands and products were divided between the two accordingly.

Industry Profile
FMCG industry is alternatively called as CPG (Consumer Packaged Goods) industry. It primarily deals with the production, distribution and marketing of consumer packaged goods. The Fast Moving Consumer Goods (FMCG) is those consumables which are normally consumed by the consumers at a regular interval. Some of the prime activities of FMCG industry are selling, marketing, financing, purchasing, etc. The industry also engaged in operations, supply chain, production and general management. Some common FMCG product categories include food and dairy products, glassware, paper products, pharmaceuticals, consumer electronics, packaged food products, plastic goods, printing and stationery, household products, photography, drinks etc. and some of the examples of FMCG products are coffee, tea, dry cells, greeting cards, gifts, detergents, tobacco and cigarettes, watches, soaps etc. Examples of FMCG also includes a wide range of frequently purchased consumer products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products, and plastic goods. FMCG may also include pharmaceuticals, consumer electronics, packaged food products, soft drinks, tissue paper, and chocolate bars.

The Deal
On January 28, 2005, Cincinnati-based P&G announced its investment deal to acquire Boston-based Gillette for $57 billion to become the world's largest consumer goods company. The annual sales of the combined entity would be $60.7 bn. After its purchase of Gillette, P&G would have 21 billion-dollar brands with a market capitalization of $200bn. According to the deal, P&G will be paying 0.975 for each share of Gillette, valuing the acquisition at a 20% premium to shareholders of Gillette.

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The shareholders of P&G are apprehensive of the company's share prices being diluted. To avoid such problems, P&G has promised to buy back its shares, worth $18-$22 billion, over the coming 12-18 months. P&G plans to pay Gillette 40% in cash and the rest 60% in stock.

Marketing guru Al Ries feels that, "The extra 20% premium paid by P&G for Gillette's stock is going to make it 20% more difficult for the deal to pay dividends to stock holders". By acquiring Gillette, P&G will be adding the world's best shaving products to its portfolio. This is what P&G's CEO A G Lafley thinks is necessary to overtake their close competitors, particularly in developing countries.

Both the firms' CEOs termed the deal as a friendly move, and added that it would benefit both the firms equally. According to analysts, the merging companies had many similarities a corporate history that is more than a century old, billion-dollar brands, and pioneering consumer product marketing initiatives. The merger was also said to have been based on a different model where innovation was the focus rather than scale. It was called a unique case of acquisition by an innovative company to expand its product line by acquiring another innovative company. Analysts described the merger as a "perfect marriage".

Some analysts felt that regulatory concerns raised by the merger could relate to product overlaps between both companies, in order to determine whether the combined firm would have the power to set prices. There were concerns that strong overlaps in toothbrushes and toothpaste could result in regulators seeking some divestitures, although P&G would like to keep as many Gillette brands as it can.

However, according to Christo Lassiter, a law professor and antitrust specialist at the University of Cincinnati, the deal would easily win regulatory approval, as P&G and Gillette mostly sold different products to different customers. Lassiter also said the government had realized that preventing US companies from expanding would make them vulnerable to foreign competition. So it has become tolerant of big mergers. Objections, however, were expected to come from European Union antitrust regulators in Brussels, as the deal would give the merged company added strength in the overseas markets.

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Valuation of the Deal
Based on P&Gs closing price on January 26, 2005, its offer of 0.975 P&G shares for every share of Gillette translated into an implied offer price of $54.05 per share. This price fell somewhere in the middle of a series of valuations prepared by investment bankers ranging from $43.25 to $61.90. A valuation based on public market reference points, including Gillettes 52-week trading range and a present value of Wall Street price targets, would have priced Gillettes stock at $43.25 to $45.00. A valuation analysis based on discounted cash flows was more favorable. One such valuation that incorporated only the cash flows from Gillette in its current form valued the shares at $47.10. A second valuation that took into account the potential cost savings resulting from the combination of Gillette and P&G valued the stock at $56.60. Cost savings were expected to be realized in purchasing, manufacturing, logistics, and administrative costs. A third valuation that incorporated total synergies (both cost savings and capitalizing on complementary strengths) valued the stock at $61.90 per share. This valuation included not only the cost savings, but also potential revenue synergy opportunities that a combined firm might realize, including the increased market power that a combined firm would wield in dealing with large retailing firms such as Wal-Mart. Finally, a sum-of-the-parts valuation established a price of $52.50 per share.

The valuation of the proposed acquisition was also compared with recent acquisitions, both in the sector and across similarly sized companies, to ensure that the compensation paid to Gillettes shareholders was in line with recent transactions. The total transaction value at the implied offer price of $54.05 per share was $57.177 billion. This would make the deal structure a 60% stock and 40% cash deal, although on paper it was a pure stock-swap.

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Problems
The merger would result in around 6,000 job cuts, equivalent to 4% of the two companies' combined workforce of 140,000. Most of the downsizing will take place to eliminate management overlaps and consolidation of business support functions. Cultural problems absence because of geographical proximity P&G is considered a promote-from-within company, and already had a lot of executive talent at the top. Therefore, absorbing Gillette's management to their satisfaction could be difficult P&G's ability to handle this massive cultural assimilation would decide the success or failure of this acquisition. Overlaps of some brands

Post Takeover Synergy

Both the companies expected the merger to bring tremendous synergies. With Gillette, P&G is nearly a $70 billion company. We have 22 brands each with annual sales over $1 billion. In the United States, 99 percent of households use a P&G product. Acquisition added about 20% to P&G sales, long term sales growth estimate to 5-7% a year. Operating margin expected to grow by 25 % by 2015 from 19% in 2003 and the companies expected cost savings are $14-16 billion from combining back-room operations and new growth opportunities. Also more resources are available to enable intensive collaborative supply chain initiatives in a more cost-effective way and merger also brought down the advertising and media costs owing to greater bargaining power.

Future Outlook
Some analysts felt that the P&G-Gillette merger was a defensive move by P&G to check the growing power of retailers. In the retail industry, there has been a struggle for power between vendors and retailers, and retailers have taken the upper hand recently. Some analysts felt that the deal was a right move as it aimed at product diversification.

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Davis Dyer, a corporate historian and author of Rising Tide, opined that acquiring Gillette would round out a personal care product range that tilted heavily toward women. According to analysts, the P&G-Gillette deal created merger pressure for competitors in the industry. They also added that P&G would have at least some time in hand before its rivals catch up with it. Most of the competitors were in bad health, and needed to reformulate their strategies in light of this deal. So P&G could focus on integration without having to bother too much about competition.

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8.5 Tech Mahindras Takeover of Satyam Computers
Mahindra Satyam is a Brand identity of Satyam Computer Services Limited. Satyam
Computer Services Limited was founded in 1987 by B Ramalinga Raju. Mahindra Satyam is a part of the USD 7.1-billion Mahindra Group which is one of the top 10 industrial firms based in India. On April 13, 2009, the government appointed board of India-based Satyam

Computer Services Limited (Satyam) announced that Tech Mahindra Limited (Tech Mahindra), a joint venture between the India-based conglomerate Mahindra & Mahindra and the UK-based BT Plc had been chosen as the preferred bidder for the acquisition of the beleaguered Satyam.

Background
Tech Mahindra Limited is a global leader in providing end-to-end IT services and solutions to the Telecom industry. Over 18,000 professionals service clients across various telecom segments, from multiple offshore development centers across cities in India and the UK; and sales offices across Americas, Europe and Asia-Pacific. Having serviced premium telecom companies worldwide, for nearly two decades, Tech Mahindra combines deep domain expertise in OSS (Operations Support Systems) and BSS (Business Support Systems) systems, intellectual leadership and a global workforce advantage to provide services to leading players in the telecom ecosystem. Tech Mahindra provides a wide variety of services ranging from IT strategy and consulting to system integration, design, application development, implementation, maintenance and product engineering. Through a rich Telecom heritage, Tech Mahindra has built long-term sustainable relationships with telecom customers deliver IT services that help them achieve significant ROI and the greatest competitive advantage in the telecom marketplace. Majority owned by Mahindra & Mahindra, India's fifth largest commercial group, in partnership with BT Plc (BT), Europe's second largest telecom service provider, Tech Mahindra has grown rapidly to become the 8th largest software exporter in India (Nasscom 2006).

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Satyam Computer Services Ltd. is a business and information technology company. It delivers consulting, systems integration and outsourcing solutions. It becomes the first company to launch a secondary listing on Euronext Amsterdam under NYSE. The companys subsidiary, Satyam BPO Limited, provides finance and accounting services, knowledge process outsourcing and customer contact services, technical helpdesk support and p2p (procure to pay) outsourcing services.

Industry Profile
The Indian Information Technology Industry accounts for a 5.19% of the country's GDP and export earnings as of 2009, while providing employment to a significant number of its tertiary sector workforce. More than 2.5 million people are employed in the sector either directly or indirectly, making it one of the biggest job creators in India and a mainstay of the national economy. In 2010-11, annual revenues from IT-BPO sector is estimated to have grown over US$76 billion compared to China with $35.76 billion and Philippines with $8.85 billion. India's outsourcing industry is expected to increase to US$225 billion by 2020.

The most prominent IT hub is IT capital Bangalore. The other emerging destinations are Chennai, Hyderabad, Kolkata, Pune, Mumbai, NCR and Kochi. Technically proficient immigrants from India sought jobs in the western world from the 1950s onwards as India's education system produced more engineers than its industry could absorb. India's growing stature in the information age enabled it to form close ties with both the United States of America and the European Union.

However, the recent global financial crises have deeply impacted the Indian IT companies as well as global companies. As a result hiring has dropped sharply and employees are looking at different sectors like the financial service,

telecommunications, and manufacturing industries, which have been growing phenomenally over the last few years.

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The Deal
Mahindra Group Company has approached Satyam Computer Services, Indias fourthlargest IT services company, for a cashless merger, according to reports. The merger between Tech Mahindra and Satyam formed the third-largest IT Company in the country. The company had created a special purpose vehicle to acquire Satyam, which some analysts had felt was done to ring-fence itself from any negative fallout of the acquisition. For instance, J.R. Verma of the Indian Institute of Management, Ahmadabad, had blogged around the time of the acquisition, If Satyams liabilities turn out to be larger than the cash and other assets, Tech Mahindra can walk away and put Satyam into bankruptcy. If the liabilities turn out to be small, then Tech Mahindra can merge Satyam into itself and absorb the surplus assets. With the company already merged, one is tempted to think that the managements assessment of the net worth of the company has enhanced. This view is supported by another statement by the company that client attrition has practically stopped since the time of the acquisition. Besides, the companys open offer for 20% of Satyams capital is unlikely to get any response. As a result, Tech Mahindra has subscribed to a fresh issue of shares and Satyam will end up with Rs.2,900 crore in cash (including the initial investment for a 31% stake). Currently, theres cash sitting in Satyams books, which has effectively been funded by debt on Tech Mahindras books. In the event of a merger, the cash can be used to pay back the debt. It must be noted here that Tech Mahindra is making an attempt to reduce its reliance on debt through a planned QIP (qualified institutional placement) of about Rs.1,000 cr. On April 13th 2009 Tech Mahindra took over major stakes of Satyam and finally on June 21st 2009 a new brand Mahindra Satyam was launched.

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Problems
The process of Mahindra Satyam's merger with parent firm Tech Mahindra was put on hold due to the view of the ongoing investigations into Satyam fraud case by various agencies. Tech Mahindra had challenges built around everything from the brand, the governance, in terms of litigation, customers, everything. They lost a lot of customers in the first four or five months, with most of its customers in the insurance sector terminating agreements. But, one year on, they have been able to stop the customer churn completely. They also faced challenges to do with people. Between 17 December (2008) and 13 April (2009), there was a lot of insecurity. The fact is that every monster.com had every CV of every employee looking for a new job and as a company they needed to downsize on top of this. Having lost so many accounts, they had no choice but to downsize at that moment. That was another big challenge.

Post Takeover Synergy

According to industry experts, the deal was expected to make Tech Mahindra one of the top tier companies in the Indian IT industry. Satyam was Mahindra & Mahindra's largest acquisition. It catapulted Tech Mahindra from the seventh position to the fourth in the Indian IT industry.

Conclusion
The merger of Tech Mahindra & Satyam definitely proved to be a beneficial deal for both the companies as they saved time and money by just creating a new but reliable brand. Creating a totally new entity would have been much more difficult because it is much more difficult to establish a successful brand name. As both the companies have a good image in the market it was a better option to merge both the companies and create a new brand. Due to the financial status of Satyam, Mahindra was able to take over the majority stakes of Satyam and take over the company.

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9. CONCLUSION

Takeover Conclusion
There is no one reason about why takeover occurs. But there are a variety of reasons which create an urge for takeover. First, we will discuss some General Motives behind Takeover: Increased market power: Acquisition intended to reduce the competitive balance of the industry Overcome Barriers to Entry: Acquisitions overcome costly barriers to entry which may make start-ups economically unattractive Lower Cost and Risk of New Product Development: Buying established businesses reduces risk of start-up ventures Increased Speed to Market: Closely related to Barriers to Entry, allows market entry in a more timely fashion Diversification: Quick way to move into businesses when firm currently lacks experience and depth in industry Reshaping Competitive Scope: Firms may use acquisitions to restrict its dependence on a single or a few products or markets

Through this report and above cases of takeover, we have concluded some Beliefs which Encourage Takeovers: Not only big companies are opting for global takeover, even middle sized companies are becoming multinationals through acquiring foreign corporations. So this could be a main reason behind takeover, to become global. If one is preparing to enter global market than creating a totally new entity would have been much more difficult rather than to acquire an established successful brand name. Company not having a long term vision, not changing with the market trends, not using their financial resources properly, and overall, having a very poor management, can definitely face a takeover possibility.

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Even companies, overwhelming with debt and unacquainted with their efficiency level and capacity, faces high chances of takeover. Sometimes, Better facilities and lower cost of production in Target Company also push Acquirer Company to acquire it. Acquirer Company may think that a diversified product mix will reduce risks while higher end products will add to bottom line. It helps the acquirer company to reduce their dependency for supply of raw material and labor cost in their home country and gaining access to international resources. The Acquirer Company may hold a view that the acquisition would provide it with the opportunity to spread its business across different customer segment and diverse market. Takeover facilitates sharing of best practices in manufacturing, quality assurance systems and processes. More resources enable intensive collaborative supply chain initiatives in a more cost-effective way.

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REFERENCE

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Websites:
www.legalserviceindia.com www.investopedia.com www.mbaknol.com www.thetakeoverpanel.org.uk

Books:
Das, Bhagaban: Corporate Restructuring, 1st Ed., Himalaya Publishing House, Mumbai 2009 Weinberg, M.A.: Takeover and Amalgamations, 3rd Ed., Sweet and Maxwell Publishers, London, 1971
Chandra, Prasanna: Financial Management, 3rd Ed., Tata McGraw Hill, New

Delhi
Sherman, Andrew J. and Hart, Milledge A.: Mergers and Acquisitions from A

to Z, 2nd Ed., American Management Association, Chicago, IL

Weston, J. Fred; Chung, Kwang S. and Hoag, Susan, E.: Mergers,

Restructuring and Corporate Control, 1st Ed., Prentice Hall India, New Delhi, 1990
Goldberg, Walter H.: Mergers - Motives, Modes, Methods, 354th Ed., Gower

Publishing Co. Ltd., Hampshire