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ion. FIC was a chain of moderately priced restaurants, primarily located in the northeastern part of the United

States. Unfortunately, for years there was very limited synergy

creation and virtually no cross-training of key executives from

Hershey’s other lines of business. In the mid-to-late 1980s,

Friendly’s growth started to sputter and no one knew how to

correct it. Fortunately, a restauranteur came along and offered

to buy FIC. Working with Friendly’s latest strategic plan, the

management at Hershey Foods valued (using the techniques

from Chapter 7) the Friendly Ice Cream business. The offer put

on the table by the restauranteur exceeded Hershey’s view of

the economic potential of continuing to run the business. A deal

was quickly struck.

Equity Carve-outs and Spin-offs

In an equity carve-out, a company sells up to 20 percent of the

stock of a segment. Notable recent deals include the equity

carve-outs of General Motors (GM) and of Du Pont. In 1998,

Delphi was created by a decision of the GM board of directors,

and it was incorporated in September in Delaware. On January

1, 1999, GM supplied Delphi with the assets and liabilities that

had been the Delphi Automotive Systems segment of GM. In

February, an equity carve-out of 17.7 percent of the Delphi stock

was made, with GM holding the remaining 82.3 percent. In the

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following April, all the remaining shares of Delphi were distributed in a spin-off as a dividend of 0.7 share of Delphi per share

of GM common stock. Upon completion of the spin-off, executives of GM on Delphi’s board resigned. Delphi became a fully

independent, publicly traded company.

The Du Pont spin-off of Conoco involved a share exchange.

In its initial equity carve-out, Du Pont sold 150 million A shares

at $23, raising $3.45 billion. The spin-off of the remainder of

Conoco was made through a share exchange at the option of the

Du Pont shareholders, who would receive 2.95 shares of class B

stock of Conoco. Each share of the class B stock carried five

votes; class A shares had only one vote per share.

The two examples illustrate the general characteristics of

equity carve-outs. The Conoco carve-out and spin-off created a

separate petroleum company and focused Du Pont more on the

chemical business. Du Pont raised a substantial sum in the

process. In addition to the $3.45 billion from the initial public

offering (IPO), Conoco repaid debt of $9.22 billion to Du Pont,

and in the share exchange, Du Pont received $11.95 billion

share value for a total of $24.62 billion on an after-tax basis.

So in the equity carve-out, substantial funds can be raised.

The parent can focus more directly on its core business. Each

segment can improve efficiency by focus. In the segment spun

off, performance of managers can be measured directly.

Compensation can be tied to performance. The literature argues

that motivation and incentives can be strengthened.

Tracking Stocks

Tracking stocks are separate classes of the common stock of the

parent corporation. They were first issued in 1984 when GM

used a tracking stock to buy EDS, creating a class of common

identified as E stock (called a letter stock at the time).

Similarly, in 1985, when GM acquired Hughes Aircraft, a new

class called H was used. In May 1991, U.S. Steel Company

became USX for the steel business and created a USXMarathon stock for the oil business (called a target stock at the

time). In September 1992, USX created a third tracking stock

when it sold shares of the USX-Delhi group stock in an IPO.

以上為部分近期熱門小說,平臺有近100萬部小說供您閱讀,進入免費小說全本」公眾號。公眾號菜單欄進入書城在「書城首頁」可查找所有小說

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