Explore the strategic dimensions of finance: mergers and acquisitions, capital structure decisions, dividend policy, and how managers create long-term shareholder value.
Capstone: Finance as Strategy
This final tutorial connects financial tools to strategic decision-making. We examine capital structure theory (Modigliani-Miller, trade-off theory, pecking order), M&A value creation and destruction, sources of funding (debt, equity, venture capital), and the principles of value-based management.
? **Required Reading:**
1. Brealey, R.A., Myers, S.C. & Allen, F. (2020). *Principles of Corporate Finance* (13th ed., Chapters 17–18, 32–33). McGraw-Hill. ISBN: 978-1260013900
2. Bower, J.L. (2001). Not All M&As Are Alike — and That Matters. *Harvard Business Review*, 79(3), 92–101.
3. Jensen, M.C. (1986). Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers. *American Economic Review*, 76(2), 323–329. DOI: 10.2139/ssrn.99580
? **Supplementary:**
4. Damodaran, A. (2005). The Value of Synergy. *Stern School of Business Working Paper*. DOI: 10.2139/ssrn.841486
5. Bruner, R.F. (2004). *Applied Mergers and Acquisitions*. Wiley. ISBN: 978-0471395065
Capstone: Strategic Financial Analysis
This capstone has two deliverables:
**Part A — M&A Analysis (2,500 words):** Choose a real M&A transaction announced or completed in the last three years. Analyse: (a) the strategic rationale from both acquirer and target perspectives, (b) the valuation — was the price fair? Use comparable transactions and a simplified DCF, (c) sources of synergy (revenue, cost, financial) with quantified estimates where possible, (d) integration risks and challenges, (e) your verdict: was this deal value-creating or value-destroying, and why?
**Part B — Executive Presentation (10–12 slides):** Summarise your analysis as if presenting to the board of the acquiring company. Focus on strategic rationale, valuation justification, synergy estimates, and integration priorities.