I have chosen to talk about the controversial takeover of Cadburys by Kraft Foods.
In 2009 The US food company, Kraft Foods, launches a hostile bid for Cadbury. Two years later in 2011, it became clear that Cadbury was the final acquisition needed by Kraft to allow the company to be restructured into two companies by the end of 2012.
The challenge for Kraft was to buy the Cadbury company when it wasn’t for sale!
By the time Kraft made a bid for Cadbury, it was the second largest food company.
Cadbury had also grown through mergers and demergers. It had begun a strategy that was beginning to show results.
Not only was Cadbury not for sale, but, it actively resisted the Kraft takeover.
The chairman of Cadbury was experienced in deflecting takeover bids and put together a strong team to resist the takeover. They decided that if there was to be a takeover eventually, then the list of potential takeovers from companies such as Nestle, Ferrero and Hershey would be far preferable to a takeover by Kraft. The worry was that there would be a lack of respect for the historic confectioner.
Cadburys rejected the takeover because they would be “absorbed into Kraft’s low growth conglomerate business model”
At this point, Cadbury didn’t know that Kraft’s plan was to split in two to eliminate its conglomerate nature and become two more focused businesses thereby creating more profit for its investors.
The Cadbury team decided that a majority of the shareholders would sell at 830 pence per share. A deal was struck at 840 pence per share plus a 10p per share dividend. This was approved by 72 per cent of Cadbury shareholders.
As this deal demonstrates, these shareholders may not be the long term traditional owners of the target company. These people may not be particularly interested in the company itself, but are influenced by the offer price and how quickly the deal can be completed.
The takeover of Cadbury by a US firm in 2010 prompted a review of the rules governing how foreign firms buy UK companies.
The Takeover Code strengthens the position of Target companies, and demand more information from bidders about their intentions after the purchase. This includes repercussions for jobs and assets like factories. The bidder also has to give information about the locations of the company headquarters.
In conclusion, the disadvantages of this merger were:
• The loss of 200 jobs.
• Kraft promised to keep the Somerdale factory open but then decided to shut the factory which employed 400 staff.
The advantages were:
• Kraft made a £50 million investment which is crucial to the long term future of Cadburys.
• Kraft honoured the two-year agreement of no redundancies.
References:
Not only was Cadbury not for sale but it actively resisted …. https://www.coursehero.com/file/p6ab2c5/Not-only-was-Cadbury-not-for-sale-but-it-actively-resisted-the-Kraft-takeover/
The response Cadburys own defense documents stated that …. https://www.coursehero.com/file/p7o1pstj/The-response-Cadburys-own-defense-documents-stated-that-shareholders-should/
