Strategic Rationale for Bayer’s Acquisition of Monsanto
The Bayer’s acquisition of Monsanto was
an offensive transaction that transformed to a worst corporate deal in Berlin. The
acquisition of $63 billion was a significant shortcoming experienced in the
gambit ranks. The struggle to take total control of Monsanto Co. has exposed the
company into operation setback in future. The aim of Bayer was to transform Monsanto
into a hub of invention in crop-science business an effort that did not
materialize. After Monsanto acquisition in 2018, a case was filed in the court
of law alleging that the crop-science business was associated with cancer and
Bayer lost the lawsuit. After Bayer lost, the he was made to pay damage fees
amounting to $190 million. In due time more plaintiffs totaling to 18,400 were
filed against Bayer in acquisition of Montano.
Bayer responded by filing appeals
against the petitioners but Monsanto shares kept losing their value at rate of
30% dated from the closure of the deal. The drastic drop in the value of
Monsanto shares ranked the deal as the worst experienced in the history of the
United States. In reference to merger of ballpark of AOL’s, Timer Warner, and
Bank of America the Monsanto acquisition rank as the worst corporate in
existence. There has been a reduction of market capitalization making the value
of the company to lean on the edges of diminish. Most of the shareholders in
Monsanto Co. expressed dissatisfaction with Bayer deal and on the last
corporate meeting; they decided to withdraw their shareholding in the company.
The Bayer idea in the acquisition of
Monsanto was to transform the Bayer smaller agrochemicals business into a
leading corporate through the combination of pesticides with Monsanto seeds,
and other crops produced under high technology methods (Monsanto, 2018). After the acquisition of Monsanto Bayer sales
drastically reduced between the year 2015-2016. The sales of consumer health
commodities decreased by 6%, pharmaceutical decreased by 7%, and crop science
decreased by 13% (Cobb, 2018). Bayer in
acquisition of Monsanto had an idea that a significant amount of $1.2 billion
would be saved annually, this revenue would facilitate development of new
products; hence, generation of more cash. The increase in population was
foreseen as the source of readily available market, due to increase in demand
of agrochemicals to increase the productivity per yield. Bayer was top producer
of blood thinner Xarelto, and eye treatment Eylea pharmaceuticals, but now
under the threat of collapsing due to acquisition of Monsanto. In the year
2015, there was increase in demand of Syngenta AG a Swiss rival product that
almost marginalized Bayer agrochemical products due to acquisition of Monsanto.
Mr. Baumann initiated the idea of the
Bayer’s acquisition of Monsanto when he took the leadership of the company as
the CEO barely having served two weeks in office. The CEO proposed the idea of
acquisition of Monsanto in St. Louis the headquarters of the United States
Companies. The acquisition of Monsanto gave the CEO a hard time in convincing
his shareholders the significance of the Monsanto agreement. The CEO gave an
assurance that good result would germinate from the acquisition of Monsanto. There
was an emerging concern from Bayer’s pharma unit disregarding the huge amount in
debt used in funding of the Monsanto deal. There was a worry by pharma unit
that the huge debt might cripple the investment process. From the perspective
of the Bayer, the acquisition of Monsanto would not contribute to significant
divisions.
The Bayer’s decision to bring an end of
Monsanto acquisition in the late 2017 had to be postponed because of the emerging
scrutiny initiated by the Europeans and United States regulators. The Bayer
received a profit warning in 2017 due to increased inventories from crop
science business owned by them in Brazil. The profit warning resulted from low
level of sales of consumer health products due to high competition in the
United States market.
The Total Cost being
accorded the Roundup Litigation Risk
Before the acquisition of Monsanto,
Bayer was demanded to sell some of their assets. A total of $ 289.2 million was
to be paid as the damage fee. There was a reversal of the damaged fee to be
paid, and reduced to a total amount of $78.5 million as reported by the people
close to the top executives. There was an increase of the petitioners
surrounding the acquisition of Monsanto, hence clouding the outlook.
Different Strategies in
Acquisition of Monsanto
As the CEO of the Bayer’s I would take time to
get conversant with the operations of the company, and the market structure
before the acquisition of Monsanto. I would seek opinion from the shareholders
and other stakeholders before embarking in the acquisition of Monsanto. Before
the acquisition of Monsanto, I would make analysis in the previous and future
operation of Bayer’s. Risk analysis would serve as the best tool in making
assessment regarding the profitability or losses that may develop from the
acquisition of Monsanto.
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