Why Attend
Just because a company needs restructuring -- financial or operational -- does not mean it will do so. An erosion of Stakeholder value may occur for a variety of reasons, including Management interference. This program shows you how to do things right.
Instructor-led training that uses interactive learning methods, including class discussion, small group activities, and role-playing
Fully understand the various form of restructuring; Discuss the real difference between Corporate & Financial restructuring; Know when to acquire vs. divest an operating unit; How to value an entity or an entire firm; Know when to Leverage vs. Deleverage; Learn to use a range of Excel models (provided)
n/a
Day 1:
Introduction to Restructuring
Introduction to restructuring
The Restructuring Framework
Proactive – planning the restructure before it is needed
Defensive - planning the restructure because it is needed
Distress - planning the restructure when the is no choice
Restructuring parties
Creditors – what do they expect
Shareholders– what do they hope for
Employees– what do they wish for
Case study
Excel model for decision
Day 2:
The Why & How of Restructuring
The Why & How of it
Why companies really restructure
How do companies successfully restructure in today’s world
When is the right time to restructure
The coordination and implementation of it all
The checklist for success
The “as is” value - what is the firm worth today
What is the product/service mix to decide what to keep and what to divest
Strategic partner or merger – the difference brings what value
Leverage – yes or no; pros & cons
Example
Case study
Excel model for decision
Day 3:
Valuation in Restructuring
Valuation
Which approach to use to be the most accurate
Liquidation value
Fire sale
Orderly
Asset-based methods
Comparables – market-driven
Free cash flows
Free cash flow to the firm
Free cash flow to equity
Option-based
Case study
Excel model for decision
day 4:
Leverage
Leveraging and deleveraging
Leverage – yes or no; pros & cons
Establishing required rates of return
Adjusting the costs of debt and equity for leverage
Leverage optimization through capital structure (Example)
Bond buybacks (Example)
Leveraged Buy-Out (LBO)
Going private – the costs vs. the benefits
The rationale for high leverage
Calculating your capacity for debt]
Case study
Excel model for decision
day 5:
Divestitures
Divestitures
Why divest a business unit
The rationale for divestiture vs. alternatives
Divestiture vs. a spin-off
Equity carve-outs
Voluntary liquidations
Case study
Excel model for decision
Summary and Conclusion