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Harvard Case - Air Products' Pursuit of Airgas (A)

"Air Products' Pursuit of Airgas (A)" Harvard business case study is written by Charles C.Y. Wang, Paul M. Healy, Penelope Rossano, Kyle Thomas. It deals with the challenges in the field of Accounting. The case study is 24 page(s) long and it was first published on : Nov 12, 2015

At Fern Fort University, we recommend that Air Products proceed with the acquisition of Airgas, recognizing the potential challenges and implementing strategies to mitigate them. This recommendation is based on a thorough analysis of the financial, strategic, and operational aspects of the proposed merger, considering the potential benefits and risks involved.

2. Background

This case study examines Air Products' pursuit of Airgas, a leading distributor of industrial gases in the United States. Air Products, a global leader in industrial gases, sought to acquire Airgas to expand its market share and enhance its competitive position. The acquisition, however, faced significant challenges, including Airgas's resistance to the deal and the potential antitrust scrutiny.

The main protagonists of the case study are:

  • Air Products: A global leader in industrial gases, seeking to expand its market share and enhance its competitive position.
  • Airgas: A leading distributor of industrial gases in the United States, resisting the acquisition due to concerns about its independence and potential job losses.
  • The Boards of Directors: Responsible for evaluating the acquisition proposal and making a decision that benefits their respective shareholders.
  • The Antitrust Regulators: Responsible for evaluating the potential impact of the merger on competition in the industrial gas market.

3. Analysis of the Case Study

The analysis of Air Products' pursuit of Airgas can be framed through the lens of a Mergers and Acquisitions (M&A) framework, considering the strategic, financial, and operational aspects of the deal.

Strategic Analysis:

  • Market Dynamics: The industrial gas market is characterized by high barriers to entry, limited competition, and strong demand. The acquisition of Airgas would allow Air Products to increase its market share, gain access to new customer segments, and expand its geographic reach.
  • Competitive Advantage: Air Products' core competencies in manufacturing, distribution, and technology would complement Airgas's strong distribution network and customer relationships. The combined entity would have a stronger competitive position, enabling it to leverage its scale and expertise to offer a wider range of products and services.
  • Synergy Potential: The acquisition presents opportunities for cost synergies through economies of scale in manufacturing, distribution, and administrative functions. Additionally, cross-selling opportunities would allow Air Products to leverage its existing customer base and expand its product offerings.

Financial Analysis:

  • Valuation: Air Products' initial offer of $55 per share was significantly lower than Airgas's market price, leading to a hostile takeover attempt. The valuation process involved analyzing Airgas's financial statements, including its balance sheet, income statement, and cash flow statement, to determine its intrinsic value.
  • Financing: Air Products secured debt financing for the acquisition, which would impact its financial leverage and debt-to-equity ratio. The company needed to carefully consider the impact of the acquisition on its financial performance, including its profitability, earnings per share, and cash flow.
  • Tax Implications: The acquisition would have tax implications for both companies, including potential capital gains taxes and adjustments to their tax liabilities. The companies needed to assess the tax implications of the deal and develop strategies to minimize their tax burden.

Operational Analysis:

  • Integration: The integration of Airgas into Air Products' operations would require careful planning and execution. This includes aligning accounting procedures and policies, integrating IT systems, and harmonizing organizational structures and designs.
  • Employee Management: The acquisition would raise concerns about job security for Airgas employees. Air Products needed to develop a strategy for managing employee morale and retaining key personnel to ensure a smooth transition.
  • Risk Management: The acquisition involved various risks, including antitrust scrutiny, integration challenges, and potential financial performance issues. Air Products needed to develop a comprehensive risk management plan to mitigate these risks and ensure the success of the acquisition.

4. Recommendations

Based on the analysis, we recommend that Air Products proceed with the acquisition of Airgas, implementing the following strategies:

  • Enhance the Offer: Air Products should revise its offer to a more attractive price, reflecting Airgas's true value and addressing the concerns of its shareholders.
  • Address Antitrust Concerns: The company should proactively engage with antitrust regulators to address potential concerns and demonstrate the benefits of the merger to the industry.
  • Develop a Comprehensive Integration Plan: Air Products should develop a detailed integration plan outlining the steps for merging operations, aligning accounting procedures, and harmonizing organizational structures.
  • Communicate Effectively with Employees: The company should communicate clearly and transparently with Airgas employees about the acquisition, addressing their concerns about job security and career opportunities.
  • Monitor and Manage Risks: Air Products should establish a robust risk management framework to identify, assess, and mitigate potential risks associated with the acquisition.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The acquisition aligns with Air Products' core competencies in industrial gases and its mission to provide innovative and sustainable solutions.
  • External Customers and Internal Clients: The acquisition would benefit both Air Products' and Airgas's customers by offering a wider range of products and services. It would also provide employees with opportunities for career advancement and growth.
  • Competitors: The acquisition would strengthen Air Products' competitive position in the industrial gas market, enabling it to better compete with other major players.
  • Attractiveness ' Quantitative Measures: The acquisition is financially attractive, offering potential cost synergies and revenue growth opportunities. The potential for increased profitability and shareholder value justifies the investment.
  • Assumptions: The recommendations assume that Air Products can successfully address antitrust concerns, integrate Airgas operations effectively, and manage potential risks associated with the acquisition.

6. Conclusion

The acquisition of Airgas presents a strategic opportunity for Air Products to expand its market share, enhance its competitive position, and create significant value for its shareholders. By addressing the challenges and implementing the recommended strategies, Air Products can successfully complete the acquisition and realize the full potential of this strategic move.

7. Discussion

Other alternatives to the acquisition include:

  • Strategic Partnership: Air Products could explore a strategic partnership with Airgas, sharing resources and expertise without full ownership. This option would reduce the risk of antitrust scrutiny but would also limit the potential for synergies.
  • Organic Growth: Air Products could focus on organic growth strategies, such as expanding its existing operations and developing new products and services. This option would be less risky but would take longer to achieve the same level of market share and competitive advantage.

The key assumptions underlying the recommendations include:

  • Successful Antitrust Approval: The acquisition must be approved by antitrust regulators, which may require concessions from Air Products.
  • Effective Integration: The integration of Airgas into Air Products' operations must be executed smoothly and efficiently to avoid disruptions and achieve the desired synergies.
  • Employee Retention: Air Products must retain key employees from Airgas to maintain customer relationships and ensure a smooth transition.
  • Financial Performance: The acquisition must generate the expected financial performance, including cost savings, revenue growth, and profitability.

8. Next Steps

To implement the recommendations, Air Products should take the following steps:

  • Negotiate a Revised Offer: Engage in discussions with Airgas to revise the offer and reach a mutually agreeable price.
  • Address Antitrust Concerns: Proactively engage with antitrust regulators to address their concerns and secure approval.
  • Develop an Integration Plan: Develop a detailed integration plan, including timelines, responsibilities, and key performance indicators.
  • Communicate with Employees: Communicate openly and transparently with Airgas employees about the acquisition and its implications.
  • Implement Risk Management Strategies: Develop and implement a comprehensive risk management framework to mitigate potential risks.

By following these steps, Air Products can successfully complete the acquisition of Airgas and achieve its strategic goals.

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Case Description

This case centers around the Air Products' hostile takeover attempt of Airgas in 2010. Air Products argued that its offer of a 38% premium is generous given Airgas' poor performance, which Air Products attributed to underperforming and entrenched managers at Airgas. On the other hand, Airgas' management argued that the company's recent struggles are cyclical and that Air Products' offer grossly undervalues Airgas' long-run potential. How might Airgas' management credibly communicate its conviction to shareholders? Should Airgas shareholders side with Air Products and accept a certain short term return, or should they side with Airgas' management and accept an uncertain but potentially higher long-term outcome? How should the Airgas board balance its responsibilities to short-term versus long-term shareholders?

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