Synergy

Question 1 Using a SWOT analysis, identify the key strategic fits between the two companies. What are the most important expected synergies? Strength Weakness  Ability to serve customers at lower cost  Compaq was a significant player in enterprise systems and HP in IT services business  Wider spectrum of products for its clients through the merger  Strong brand recognition, something that takes time to build  Highly complimentary R&D  Overlapping management  Overlapping product

How will new bioabsorbable polymer drug-eluting stents impact DAPT duration? Ian J Sarembock, MB, ChB, MD, FACC; Dean J Kereiakes, MD, FACC
The Heart & Vascular Service Line and The Lindner Center for Research and Education, The Christ Hospital Health Network, Cincinnati, Ohio The evolution of percutaneous coronary intervention (PCI) from plain old balloon angioplasty (POBA) in 1977, to bare metal stents (BMS) in 1986, through the revolutionary introduction of drug-eluting stents (DES) in 2003

Divisions were motivated to form synergies by offering increased bonus incentives. Disney also implemented internal transfer prices between divisions. In addition, the company vertically integrated many functions to limit costs and afford flexibility. These synergies fostered a culture of support and minimized costs from external suppliers. They further integrated the synergies by introducing the corporate marketing function to better align the entire company’s

Volume-effect-cost synergies are the reason most often cited in a business combination. They correspond to a decrease in the average unit cost of production associated with the quantity of products manufactured. Fusion thus appears to be an effective means to achieve this objective

Company. Torrington Company, a leading manufacturer of needle roller bearings which is an engineering solution segment from Ingersoll-Rand. Both companies operate and compete in same business and therefore, Timken is seeking substantial operating synergies from this largest acquisition of its history. With this acquisition, Timken is increasing the size of company by almost 50 percent. And, Timken will continue to concentrate on what it do best by buying a company in an industry, where it has a leadership

Upon analyzing the merger using the given exchange ratios, the proposed merger will significantly affect both The Bank of New York and Mellon Financial’s future earnings per share as a combined company. If the proposed merger were not to occur, Mellon (MEL) would be expected to have an EPS of $0.59 and $0.65 in Q3 and Q4 of 2007, respectively, and an EPS of $2.68 and $2.97 for years 2008 and 2009, respectively. Consequently, The Bank of New York (BK) is expected to have an EPS of $0.59 and $0.64

1.1.          Valuation methodology ACC is using LBO approach for its acquisitions and desires to maintain this acquisition policy for its latest target AirThread Connections (AC). According to this approach, AC will be financed significantly by debt which will obviously breach leverage ratios maintained by Air Thread/ACC. ACCs plans to bring down the leverage ratio to industry standards steadily to sustainable levels between the years 2008-2012. Owing to the uneven capital structures between 2008

needs to derive more than the acquired firm's intrinsic value. If it did, the acquiring firm would overpay. Thus, the acquiring firm needs to view the assets of the acquired firm as being more valuable to it than to other buyers. This value is called synergy, and it derives in a few different ways. The first such way is that the two firms have similar operations, and therefore the combined entity can merge those operations, allowing it to run more efficiently. If the acquiring firm has, for example,

announced. Several factors explaining for the existence of acquisition premiums, synergies and control premium are most commonly identified. Synergies arise when the value of the combined business is larger than the sum of the values of individual business that would be achieved if not combined. Synergies can be classified into two classes; one is operational synergy and another is financial synergy. Operational synergies have effects of reducing

hub; however, since the company has little to no knowledge about these acquisitions and the businesses they compete in, there is high potential for dis-synergies. Though the businesses are in the financial sector, TTI’s core competency is unrelated to the financial hub. Since the tax business is the core of the financial hub, the discussion of synergies will be based on the core business and the acquisitions. The first area of diversification was from Eldo Financial. Eldo and TTI are two completely different