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Japan in the throes of merger boom

Japan in the throes of merger boom
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First Published: Wed, Apr 25 2007. 10 27 AM IST
Updated: Wed, Apr 25 2007. 10 27 AM IST
Tokyo: Time was when Japan Inc. shunned the heady world of corporate raiders as a vulture club anathema to the country’s consensus culture. When stomached at all, Japanese takeovers typically preyed on foreigners, most notoriously gobbling up US icons like Firestone, Seven-Eleven and Columbia Pictures.
But in a sign of new openness in the world’s second-largest economy, merger mania has gripped the nation and homegrown firms are now among the hunted as well as the hunters.
Merger and acquisition (M&A) activity in Japan hit an all time high of 2,775 deals last year, compared with just 260 in 1985. Now, from board rooms to living rooms, “Emu-ando-Eh,” as M&A is known, has entered common parlance and is pushing business activity too.
“Definitely, we are in a merger boom,” said Akihiro Watanabe, a partner at the Tokyo-based M&A consultancy GCA Co. “The psychological barriers are falling down.”
Investors and business leaders expect the next surge to begin on 1May, when a new law takes effect making it easier for foreign companies to buy Japanese rivals through swapping shares, something all but barred in the past.
Foreshadowing the change, a television show called “Hagetaka,” or “Vultures,” aired earlier this year dramatized a fictional US investment fund’s drive to revive a hapless Japanese bank through unforgiving Western-style reforms. The programme was an unexpected hit. But Japan’s grudging acceptance of takeovers as a cutthroat reality of everyday business has been fitful at best.
Takeovers have long been frowned upon in a country that shuns heated showdowns and prizes consensual management. So as not to stigmatize the seller as the “loser,” parties typically paint the buyout as a merger of equals.
“The traditional view of your company is that it’s your child, and you would never sell your child. But now that attitude is slowly changing,” said David Snow, editor of Private Equity International, a specialty publication tracking global deals.
In 2005, toymaker Takara Co. launched a board game called “Game of Life M&A” to tap growing public fascination with the trend. But it pulled the product last year after its chief inspiration, freewheeling entrepreneur Takafumi Horie, was arrested for accounting fraud at Internet firm Livedoor Co., a former favourite of the M&A crowd.
Even the merger law taking effect next month was delayed for a year by lawmakers so Japanese companies had time to ready takeover defenses like so-called “poison pills,” measures that weaken share prices and make the company less attractive to unwanted suitors.
The new law allows overseas businesses to buy Japanese ones by swapping shares in a domestic subsidiary. That should lighten the load of having to pay cash, as nearly all foreign companies had to do before.
Direct foreign investment in Japan amounted to merely 2.1% of the country’s gross domestic product in 2003, compared with 22% in the US and 38% in Britain. The government now wants to double the amount of foreign investment by 2010.
Back in 1990, Japanese takeovers of foreign businesses accounted for 61 percent of all M&A activity in the country. That dwindled to just 15% last year, according to Recof, a market research company based in Tokyo. The tumble was offset by a surge in domestic deals, which now account for 78% and a rise in foreign buyouts of distressed Japanese assets.
The 2,775 M&A deals in Japan in 2006 were but a fraction of 13,691 in America and 14,702 in Europe, according to Thomson Financial. GCA’s Watanabe expects the Japanese M&A market to quadruple in the next five to 10 years.
Shareholders may be the final arbiter of whether Japan further warms to M&A. After years of suffering interest rates close to zero, average Japanese have entered the stock market by the droves for the first time seeking higher returns.
Unlike the old boy networks that tied up shares between conglomerates and were oft vilified for perpetuating the cozy status quo of Japan’s loss-making “zombie” companies, the new breed of private investor has its eyes on profits.
In a nod to the trend, Citigroup boosted its offer for Nikko by 26%, after some market players said the first bid was too low.
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First Published: Wed, Apr 25 2007. 10 27 AM IST
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