This subject focuses on the design, analysis, and implementation of strategies aimed at repositioning and revitalising companies faced with competitive challenges and opportunities. The primary objective of this subject is to develop both your analytical and interpersonal skills through the use of readings, cases, lectures, discussions, simulations and role plays within the M&A context.
|Academic unit:||Bond Business School|
|Subject title:||Mergers and Acquisitions|
Delivery & attendance
|Attendance and learning activities:||Subject delivered in intensive mode. Students need to attend all seminars to be able to complete assessment activities.|
|Prescribed resources:|| |
|[email protected] & Email:||[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.|
To access these services, log on to the Student Portal from the Bond University website as www.bond.edu.au
|Restrictions: ?|| This subject is not available to|
Assurance of learning
Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.
At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.
Program Learning Outcomes (PLOs)
Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.
Subject Learning Outcomes (SLOs)
On successful completion of this subject the learner will be able to:
- Describe the key concepts of mergers, acquisition, financial valuation and negotiation and how they relate.
- Apply industry-accepted valuation methods (DCF, relative valuation, and precedent transactions) to analyse merger, acquisition and related transactions.
- Prepare to negotiate using an integrated, adaptive planning framework.
- Utilise appropriate negotiation and persuasion techniques for a given negotiation situation to achieve desired outcomes.
- Work effectively in a team to analyse a variety of valuation situations, prepare justifiable conclusions and apply these and other analyses to achieve a negotiate agreement that achieves the group goals.
|Class Participation||n/a||20%||Progressive||1, 4, 5.|
|Case Analysis||Preliminary Valuation Model (Individual)||10%||Week 1||2.|
|Case Analysis||PNJ/Negotiation Plan (Individual)||10%||Week 4||3.|
|Case Analysis||Valuation Case Brief (Individual)||10%||Week 4||1, 2.|
|Case Analysis §||Case Brief & Valuation Model (Team)||25%||Week 8||1, 2, 5.|
|Case Analysis §||PNJ/Negotiation Plan (Team)||25%||Week 8||1, 3, 5.|
- § Indicates group/teamwork-based assessment
- * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
- C = Students must reach a level of competency to successfully complete this assessment.
|High Distinction||85-100||Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.|
|Distinction||75-84||Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.|
|Credit||65-74||Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.|
|Pass||50-64||Usually awarded to students whose performance meets the requirements set for work provided for assessment.|
|Fail||0-49||Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.|
For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Students must check the [email protected] subject site for detailed assessment information and submission procedures.
Policy on late submission and extensions
Please discuss with Professors in advance as a substitute case may be required if case report is submitted after the classroom discussion. A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the subject coordinator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension, the penalty of 10% per day late starts from the new due date.
Policy on plagiarism
University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.
Feedback on assessment
Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.
If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.
Case Study: Valuation Primer (Model-Building for DCF, multiples); Negotiation Process & Preparation: Negotiation Planning Framework; Due After First Weekend: Basic Valuation Model
Due Prior to Weekend: Negotiation Plan and Case Brief with Valuation Model; Executing Your Negotiation Plan; Persuasion Workshop; Case: Stand Alone Valuation, Valuing Synergies, Structuring the Deal.
Due Prior to Weekend: Individual Negotiations Plan; Complex Negotiations: Teams, Multiple Parties & Cross-Cultural; Integrated Case: Valuation and Negotiation
Due Prior to Beginning of Day: Team Report and Team Negotiations Plan: Integrated Case Study: Team Merger Negotiations; Debrief; Lessons Learned