14.10
Tactiques défensives
Les tactiques défensives sont des stratégies que les entreprises utilisent pour résister aux rachats indésirables et protéger leur autonomie. Ces méth…
Defensive tactics help companies resist takeover attempts and protect their independence.
It may involve negotiating more favorable terms during a potential acquisition or discouraging hostile bidders.
Common defensive tactics to avoid mergers or acquisitions include the Poison Pill, Shark Repellent, Golden Parachute, and White Knight.
Through a Poison Pill, shareholders can purchase additional stock at a discount, diluting the acquirer’s stake and making the company harder to acquire.
The Shark Repellent strategy involves changes in corporate bylaws, such as requiring a supermajority vote for mergers, which makes takeovers more difficult.
A Golden Parachute provides lucrative compensation packages for executives in the event of a takeover, which acts as a deterrent for potential acquirers.
A White Knight is a friendly acquirer who agrees to purchase the company on favorable terms, protecting it from a hostile bid.
These four tactics demonstrate how companies can protect their independence.
For example, in twenty-ten, Airgas adopted a poison pill strategy to block Air Products’ hostile takeover attempt.
This strategy protected Airgas’s independence until Air Products eventually abandoned its bid.
View the full transcript and gain access to JoVE Business videos
Q1: What is a poison pill defensive tactic in mergers and acquisitions?
A poison pill allows shareholders to purchase additional stock at a discount, diluting the acquirer's stake and making the company more expensive to acquire. This strategy deters hostile bidders by increasing the financial burden of takeover attempts. For example, Airgas used this tactic in 2010 to block Air Products' hostile bid.
Q2: How does a shark repellent strategy protect companies from takeovers?
Shark repellent involves procedural changes to corporate bylaws, such as requiring a supermajority vote for mergers. These governance modifications create barriers that make takeovers harder to execute, complementing other defensive tactics by focusing on structural obstacles rather than shareholder actions.
Q3: What role does a golden parachute play in acquisition defense?
A golden parachute provides lucrative compensation packages to executives if a takeover occurs, including severance pay, bonuses, or stock options. This increases the financial burden on acquirers, deterring bids. However, it can raise concerns about prioritizing executive interests over shareholder value.
Q4: How does a white knight strategy differ from other defensive tactics?
A white knight is a friendly acquirer who purchases the company on favorable terms, protecting it from hostile bidders. Unlike other tactics that deter takeovers, this strategy allows the company to retain influence over its future while accepting acquisition on acceptable conditions.
Q5: Why might companies face criticism for using defensive tactics?
Defensive tactics can spark debates about their impact on shareholder rights and long-term value creation. While protecting corporate independence, these strategies may prioritize management interests over shareholders and can complicate financial side effects of acquisition, requiring careful navigation of stakeholder dynamics.
Q6: What is the primary goal of defensive tactics in corporate acquisitions?
Defensive tactics help companies resist unwanted takeovers and protect their autonomy by deterring hostile bidders or improving acquisition terms. These strategies enable companies to maintain control over their direction and negotiate more favorable conditions during potential acquisitions and protect shareholder interests.
Q7: Can defensive tactics completely prevent hostile takeovers?
While defensive tactics can delay or complicate takeovers, they may not always prevent them entirely. For instance, Twitter adopted a poison pill in 2022 to counter Elon Musk's acquisition attempt, but ultimately agreed to the deal, demonstrating that such measures have limitations.