Narrative for the Timken Company Valuation of Acquisition of Torrington
The first step in completing this case study was to determine what hypothesis needed to be tested. We came up with the following six questions that needed to be answered in our research and calculations:
1. What synergies, if any, can the Timken Company expect through its acquisition of Torrington? What are the risks?
2. What is the value of Torrington including the expected synergies of its acquisition by the Timken Company?
3. Is this valuation higher than the value of Torrington by itself?
4. How should the Timken Company seek to structure this acquisition?
5. What will the impacts of this deal be on their investment grade status?
6. Should Timken seek to keep investment grade status, or forego this requirement in structuring the deal?
Step One—Evaluate the Potential Synergies and Risks of the Acquisition
At the time of this case study, 2002, Timken was involved in company-wide restructuring. They were consolidating current operational segments into global business units to reduce expenses. Their goal was more penetration in global markets due to reduced growth in the US based on the bearing industry’s cyclical nature. Analysts predicted 2-3% industry growth in the US, but 6.5% global growth through 2005. The slow US growth was directly tied to the automotive industry’s cyclical nature, which was declining in 2002. Global penetration would help to achieve economies of scale, whilst hedging the
2.What other factors did you need to control during your investigation? Explain how you controlled each one in your procedure.
3. Conduct pilot interviews using the protocol you have established to determine the effectiveness of your questions.
From our DCF calculations, the value of Torrington as a stand-alone entity is $1.181 billion. However, the maximum purchase price for Torrington should only be $641 million. The optimum debt amount for this transaction would be $301 million. This amount of debt would result in a total debt to capital ratio for Torrington of 47%, within the range for a BBB “investment grade” debt rating. The combined entities, Torrington-Timken, would produce an interest coverage ratio of 3.2, and a debt ratio of 45%, again within the range for a BBB “debt rating. The purchase would likely be a cash transaction.
If Timken decides to go forward with the acquisition, Timken should structure the deal with both cash and stock-for-stock offering. Ingersoll-Rand is
2. Choose one of the research questions from above and consider it in more detail. Based upon the question, what would be a reasonable hypothesis?
The first step is to locate and define the problem or desired research issue. The second step is to formulate a hypothesis and decide which method of hypothesis testing should be conducted such as exploratory research, descriptive research, or causal research. The third step is to collect data as primary of secondary such as surveys, observations or rely on other methods such as the census. The forth step is to
With this acquisition, Timken could break into and dominate the European market and use it as the leverage to be the leader in bearing industry.
Build the management-research question hierarchy, through the investigative questions stage. Then compare your list with the measurement questions asked.
Economies of scale: Timken has started consolidating operations into global business units to reduce costs. They have expected annual savings of $80 million by the end of 2007 after Torrington’s acquisition.(case) As large size is usually expected to yield production economies if manufacturing operations can be amalgamated, marketing economies if similar distribution channels can be utilised, and financial economies if size confers access of capital markets on more favourable terms.(book).Moreover, by reducing the combined sales forces, Timken expected to realize significant purchasing synergies by giving much large volume to a reduced list of suppliers in exchange for price reductions. One analyst estimated that those
3. Should Midland use a single corporate hurdle rate for evaluating investment opportunities in all of its divisions? Why of why not?
General Motors, the “mother company” has faced many troubles in the past, and surfaced. A research by the National Research Council in the United States has revealed in 1992 that there had many impacts and future impacts in the automotive industry, indeed; it would affect the jobs and the internal economy. However, General Motors understood the threat potential that this and established strategic plans to revert the trend. Furthermore, whether General Motor Company was able to change the trend, and it saw the internal and external factors, prepared a strategic plan, Holden being the first brand in Australia, with at least just the 10 % of the population compared with the USA, the way to get a plan looks easier. In addition, it is easier to see a trend in countries with low population and good policymakers. In 2008 General Motors faced again the limit to bankruptcy. A fierce plan to develop and a new business association with FIAT made that GM avoid the dissolution. Even do all Europe have had a similar crisis( Boudette & Choudhury,
Trinity Industries Inc. is a “diverse industrial company that has managed to tap a variety of market-leading businesses providing products and services to the energy, transportation, chemical, and construction sectors” (Trinity Industrial INC. – about us). Trinity’ 2015 10K annual report was used to derive the following information. Their main headquarters is located in Texas, their state of incorporation is Delaware, and they have been publicly traded since 1958 on the New York Stock Exchange, under the symbol “TRN”. Trinity employs over twenty thousand individuals primarily in the United States, and Mexico and maintains a distinct group of clients through their five segments. The first Rail Group, which is the heart of the company earned
3. Should Midland use a single corporate hurdle rate (i.e. a firm-wide WACC) for evaluating investment opportunities in all of its divisions? Why or why not?
This recession hits home with the automobile industry. During this current recession GM is facing the possibility of bankruptcy, but is hoping to be helped out by the government. History
The Timken Company – a leader in the bearing industry, is considering acquiring the Torrington 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 position built on decades of expertise. Timken expects to expand its worldwide business base with new products and services as both companies