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This paper investigates whether private equity (PE)-backed acquirers have a “parenting advantage” in the mergers & acquisitions (M&A) market. We employ a sample of 788 PE-backed firms and a carefully matched control group of 6,652 non-PE-backed peers, for which we observe the entire acquisition history over a 19-year time span. Difference-in-differences estimates suggest that PE backing induces a sizeable but short-lived boost to acquisition activity, while the type and complexity of acquisitions are similar to those of non-PE-backed peers. These results are consistent with the idea that PE backing enhances execution and speed in the M&A market. We find that portfolio firms benefit from this boost through improved valuations and margins. The extent to which this is true, however, depends on the institutional setting of the PE owner. Our results indicate that add-on acquisitions are detrimental if PE owners are late buyers or suffer from limited attention problems.
This paper uses GLOBE’s performance orientation (PO) dimension to iestigate the relationship between national culture and private equity (PE) performance. We argue that high PO has negative performance implications as it provides the lowest potential for portfolio firms to benefit from a spillover of the distinct PE performance focus, and vice versa. To test this hypothesis, we analyze operating performance metrics of 946 deals from 26 European countries and exit channels of 5093 global deals from 67 countries. Consistent with the “spillover hypothesis”, we find that higher levels of PO are detrimental to efficiency improvements and increase the probability for unsuccessful exits. These findings hold after addressing endogeneity concerns, confounding and measurement error
This paper presents a first examination of how private equity (PE) fund managers actively develop their portfolio companies through so-called “buy-and-build” strategies (B&B), in which a portfolio company serves as a platform for add-on acquisitions. We argue that, because of holding period constraints, PE fund managers face a trade-off between the quantity and complexity of add-on acquisitions. Thus, in comparison to their peers, portfolio companies could do more, but similar, acquisitions (the “boost hypothesis”) or as many, but different, acquisitions (the “transformation hypothesis”). Using a control group of non-PE-owned companies, we find strong support for the “boost hypothesis.” Difference-in-differences estimates show that the probability of an acquisition is almost doubled after PE entry. However, we find no statistically significant differences in the complexity of acquisitions between PE- and non-PE-owned firms. This holds true for several complexity measures of domestic and cross-border acquisitions. Finally, we iestigate whether buyers pay a premium for this acquisition boost. We find that deals with B&B yield significantly higher multiples at exit, with this effect being driven largely by cross-border B&B strategies._x000D_ Keywords: Buy and build, cross border acquisition, internationalization, private equity_x000D_ JEL Classification: G24, G3
Die Autoren untersuchen das Potenzial von Buy & Build (B&B)-Strategien bei Private Equity Iestments hinsichtlich ihres Einflusses auf die Deal Performance auf Basis eines proprietären Datensatzes. B&B-Deals sind ein relevantes Phänomen mit überdurchschnittlicher Performance. Der Beitrag arbeitet unterschiedliche Werthebel erfolgreicher B&B-Strategien in Bezug auf Deal, PE-Sponsor und Branchen-Charakteristika heraus._x000D_ The authors examine the potential of buy & build (B&B) strategies under private equity ownership regarding their influence on deal performance based on a proprietary dataset. B&B deals are a relevant phenomenon with above-average performance. The paper at hand decomposes performance into its underlying drivers and highlights successful B&B value creation strategies regarding deal, PE sponsor and industry characteristics.