Exxon Mobile Merger
Forthcoming Journal of Applied Finance, Financial Management Association
The Exxon-Mobil Merger: An Archetype
J. Fred Weston* The Anderson School at UCLA University of California, Los Angeles jweston@anderson.ucla.edu
February 26, 2002
Fred Weston is Professor of Finance Emeritus Recalled, the Anderson School at the University of California Los Angeles. Thanks to Matthias Kahl, Samuel C. Weaver, Juan Siu, Brian Johnson, and Kelley Coleman for contributions. The paper also benefited from comments at its presentation to the 1999 Financial Management Association Meetings (Orlando).
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The Exxon-Mobil Merger: An Archetype
ABSTRACT: In response to change pressures, the oil industry has engaged in multiple adjustment processes. The 9 major oil mergers from 1998 to 2001 sought to improve efficiency so that at oil prices as low as $11 to $12 per barrel, investments could earn their cost of capital. The Exxon-Mobil combination is analyzed to provide a general methodology for merger evaluation. The analysis includes: the industry characteristics, the reasons for the merger, the nature of the deal terms, discounted cash flow (DCF) spreadsheet valuation models, DCF formula valuation models, valuation sensitivity analysis, the value consequences of the merger, antitrust and competitive reaction patterns, and the implications of the clinical study for merger theory. JEL classification: G34, G20 Keywords: Mergers; Acquisitions; Alliances
The Exxon-Mobil Merger: An Archetype
The high level of merger activities throughout the world between 1994 and 2000 reflected major change forces. These shocks included technological changes, globalization of markets, intensification of the forms and sources of competition leading to deregulation in major industries, and the changing dynamics of financial markets. Mergers and restructuring in the oil industry reflected these broader forces as well as its own characteristics. The oil industry is large in size and in
The Exxon-Mobil Merger: An Archetype
J. Fred Weston* The Anderson School at UCLA University of California, Los Angeles jweston@anderson.ucla.edu
February 26, 2002
Fred Weston is Professor of Finance Emeritus Recalled, the Anderson School at the University of California Los Angeles. Thanks to Matthias Kahl, Samuel C. Weaver, Juan Siu, Brian Johnson, and Kelley Coleman for contributions. The paper also benefited from comments at its presentation to the 1999 Financial Management Association Meetings (Orlando).
*
The Exxon-Mobil Merger: An Archetype
ABSTRACT: In response to change pressures, the oil industry has engaged in multiple adjustment processes. The 9 major oil mergers from 1998 to 2001 sought to improve efficiency so that at oil prices as low as $11 to $12 per barrel, investments could earn their cost of capital. The Exxon-Mobil combination is analyzed to provide a general methodology for merger evaluation. The analysis includes: the industry characteristics, the reasons for the merger, the nature of the deal terms, discounted cash flow (DCF) spreadsheet valuation models, DCF formula valuation models, valuation sensitivity analysis, the value consequences of the merger, antitrust and competitive reaction patterns, and the implications of the clinical study for merger theory. JEL classification: G34, G20 Keywords: Mergers; Acquisitions; Alliances
The Exxon-Mobil Merger: An Archetype
The high level of merger activities throughout the world between 1994 and 2000 reflected major change forces. These shocks included technological changes, globalization of markets, intensification of the forms and sources of competition leading to deregulation in major industries, and the changing dynamics of financial markets. Mergers and restructuring in the oil industry reflected these broader forces as well as its own characteristics. The oil industry is large in size and in