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出售風(fēng)云:我們?nèi)绾伟压举u給惠普

出售風(fēng)云:我們?nèi)绾伟压举u給惠普

John O'Farrell 2012-06-14
這是探討戰(zhàn)略性業(yè)務(wù)開發(fā)之重要性的系列文章的結(jié)局篇)。在這篇文章里,自動化軟件供應(yīng)商Opsware前副總裁全程回顧了公司在金融危機全面爆發(fā)之前成功將公司整體出售給惠普的歷程,過程跌宕起伏如好萊塢大片。

????

????很清楚:我們應(yīng)該退出。我們決定不改初衷,利用買家的競爭和迫切心情,力求以每股14美元達(dá)成交易。第一步就是讓1號公司加價到14美元,兩天后輕松搞定。然后我們通知其他人,特別是惠普,我們已經(jīng)手握14美元的競標(biāo)。隨即就是和各個買家的會晤和電話,忙得不亦樂乎。

????雖然我們和10家公司展開討論,但到了7月18日的時候,只剩下兩個競爭者了:1號公司出價14.05美元,惠普出價14.25美元,兩家都深諳對方的興趣。為保持對買家的壓力,我們同時與兩家展開平行的協(xié)議細(xì)節(jié)談判,15美元、甚至更高的價格看來也觸手可及了。雖然筋疲力盡,我們?nèi)匀欢分景簱P:八年的艱苦歷程,這樣精彩的結(jié)局可算是心滿意足了!

????危機爆發(fā):7月18日

????世事難料,就在還有24小時交易即將達(dá)成之時,我們遭遇了一場嚴(yán)重危機。在盡職調(diào)查中,1號公司的審計師安永(Ernst and Young)公司質(zhì)疑我們對三個客戶合同的會計處理,而安永也是我們的審計師,正是他們實施了該項會計處理。實在難以想象,安永的兩家地區(qū)辦事處會出現(xiàn)分歧。安永美國總部被招來進(jìn)行仲裁,不幸的是,他們站在1號公司一邊,我們必須重述過去數(shù)年的公開財務(wù)報表!雖然這純粹是個技術(shù)問題,數(shù)額也無關(guān)緊要,財務(wù)重述卻能讓我們墮入悲慘世界。不僅僅高價出手的美夢破滅,還可能觸發(fā)投資者的恐慌,導(dǎo)致股價腰斬。眨眼之間,15美元每股就有可能變成4美元每股。我們都目瞪口呆。

????It was clear: We should exit. We decided to stick to our guns and drive for a deal at $14/share, leveraging competition and urgency to get there. The first step was to get Company 1 to $14, which we did two days later. Then we notified the others, notably HP, that we had an offer at $14. A whirlwind of meetings and calls followed with the various contenders.

????While we had discussions with 10 companies, by July 18 it became a two-horse race between Company 1 at $14.05/share and HP at $14.25/share, each acutely aware of the other's interest. To keep up the pressure, we negotiated detailed agreements with both in parallel right up to the end, with a real prospect of getting to $15 or more. Although exhausted, we were on a massive emotional high—this was going to be a fittingly impressive end to an eight-year odyssey!

????Crisis strikes: July 18

????Then, with 24 hours to go, we had an inconceivably ugly crisis. In diligence, Company 1's auditors, Ernst and Young (EY), challenged the way we had accounted for three customer contracts, despite the fact that EY was also our auditor and had ordered this accounting. Unbelievably, two regional offices of EY were disagreeing with each other. Called to arbitrate, the national office sided with Company 1's regional office and informed us we would have to restate our publicly-filed financials for the past several years! While the issue was entirely technical and the amounts immaterial, the prospect of a restatement was horrifying. Not only had our glorious deal suddenly vaporized, but by chasing it we'd triggered something that might panic investors and cut our stock price in half. In the blink of an eye, our likely outcome had plummeted from $15/share to maybe $4/share. We were devastated.

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