repsol ypf case study solution

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Repsol and YPF (A): A Perfect Marriage?

Back in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF’s shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal “appears to be a perfect marriage” and asked, “Repsol-YPF: As Good as It Gets?” However, on April 16, 2012, that “perfect marriage” was effectively annulled when Argentine president Cristina Fernández de Kirchner announced that her government was expropriating YPF. “The model chosen for the future of YPF is not nationalization,” said Fernández, “but recovery of sovereignty and control of hydrocarbons.”

This case explores, in three parts, the background to the expropriation of YPF; the responses considered by Repsol; and Repsol’s ultimate decision to fight the expropriation, which resulted in its receiving $5 billion in guaranteed bonds from the Argentine government.

Also see:  P90 (B): Repsol and YPF (B): Considering Options and  P90 (C): Repsol and YPF (C): Recovering Value .

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Repsol and YPF A A Perfect Marriage Case Study solution

Introduction.

The current case solution is published by 247caseanalysis and focuses on Repsol and YPF A A Perfect Marriage. The case presents an overview of the strategic and managerial issues that the Repsol and YPF A A Perfect Marriage faces in the growth and development of the business. The case solution focuses on understanding the central issue(s) in the case. The case study solution then uses strategic tools and models to solve the case and makes strategic recommendations for the Repsol and YPF A A Perfect Marriage (Abratt & Bendixen, 2018; Iacobucci, 2021).

The case study and the case solution for the Repsol and YPF A A Perfect Marriage are intended to give a comprehensive and holistic perspective regarding real-world business situations and challenges to the reader. Like all HBS case studies, it is important for the reader to first read the case for the Repsol and YPF A A Perfect Marriage. The proposed case study solution for the Repsol and YPF A A Perfect Marriage has encompassed the needs of all stakeholders while addressing the central challenge effectively (Deepak & Jeyakumar, 2019).

External environment analysis

The Repsol and YPF A A Perfect Marriage cannot directly influence the external environment. The Repsol and YPF A A Perfect Marriage must ensure to assess and continually review the external environment to identify potential challenges and opportunities (Abratt & Bendixen, 2018). This is needed because:

The external environment is dynamic and keeps changing.

External environment factors and dynamics, directly and indirectly, influence Repsol and YPF A A Perfect Marriage operations (Anthony, 2021).

PESTEL Analysis

The Repsol and YPF A A Perfect Marriage needs political stability to maintain business development and growth globally.

The Repsol and YPF A A Perfect Marriage must also pay heed to local and global taxation implications for operations carried on site, as well as in other countries.

The Repsol and YPF A A Perfect Marriage is directly impacted by the policies and regulations devised by the governments in its host as well as home countries (Chernev, 2018).

Lower interest rates facilitate the Repsol and YPF A A Perfect Marriage as it leads to increased instances of borrowing.

Lower interest rates also lead to increased consumer power, and increased demand for products of Repsol and YPF A A Perfect Marriage (Deepak & Jeyakumar, 2019).

The operations and demand for Repsol and YPF A A Perfect Marriage are directly influenced by the GDP and economic growth in the countries where it operates and exports (Buchanan & Huczynski, 2019).

Increased focus on education and higher literacy rates have allowed the Repsol and YPF A A Perfect Marriage to benefit from a more skilled and talented labor pool.

The higher portion of the youth has also benefitted the Repsol and YPF A A Perfect Marriage in creating a high demand for its products and services (Iacobucci, 2021).

Assessment of the population and consumer trends have allowed the Repsol and YPF A A Perfect Marriage to refine its segmentation and targeting strategies – leading to improved positioning of its portfolio offering (De Mooij, 2019).

Technological

Repsol and YPF A A Perfect Marriage has high internal innovation capabilities.

Repsol and YPF A A Perfect Marriage invests in research and development for improved creativity and technological progress.

The Repsol and YPF A A Perfect Marriage makes use of innovative and advanced technology to make its internal processes more efficient and work towards achieving economies of scale.

Repsol and YPF A A Perfect Marriage also benefits from knowledge sharing through global operations and transfers technology internally (Baines, Fill, & Rosengren, 2017).

Environmental

The Repsol and YPF A A Perfect Marriage follows and abides by environmental regulations imposed in various countries.

Consumers for Repsol and YPF A A Perfect Marriage have rapidly adopted green lifestyles and green consumption.

Incorporating environmentalism into its strategic goals and direction has enabled the Repsol and YPF A A Perfect Marriage to become more efficient in this resource allocation (Stead & Stead, 2014).

The Repsol and YPF A A Perfect Marriage ensures to follow the equal employment and equal opportunity law.

Through the equal opportunity act and regulations, the Repsol and YPF A A Perfect Marriage ensures that it does not discriminate against different groups in its HUMAN RESOURCE MANAGEMENT practices.

The Repsol and YPF A A Perfect Marriage also ensures to abide by the health and safety regulations.

The Repsol and YPF A A Perfect Marriage makes sure to follow regulations regarding employment contracts and employer responsibilities to ensure fair policy-making and high performance (Lasserre, 2017).

Porter Five Forces

Industry rivalry.

There is high competitiveness and rivalry in the industry.

The market is highly fragmented, which leads to increased competition for Repsol and YPF A A Perfect Marriage.

The Repsol and YPF A A Perfect Marriage faces industry rivals of various sizes and operations.

The competition for Repsol and YPF A A Perfect Marriage is local as well as global in nature.

The increased rivalry in the industry ensures that all players, including Repsol and YPF A A Perfect Marriage, offer high-quality products and services to consumers at competitive prices (Varadarajan, 2015).

The threat of new entrants

The threat of new entrants is moderate.

There are entry barriers such as government regulations and financial capital needed for setting up operations.

This ensures that only powerful players with high financial muscle enter the market where Repsol and YPF A A Perfect Marriage is operating.

New entrants ensure that the Repsol and YPF A A Perfect Marriage maintains its focus on competitiveness and high quality (Wunder, 2019; Abratt & Bendixen, 2018).

Threat of substitutes

The threat of substitutes is moderate to high.

There is direct well as indirect substitutes available for Repsol and YPF A A Perfect Marriage offerings.

The high number of players and market fragmentation has led to the increased availability of substitutes for Repsol and YPF A A Perfect Marriage products.

There are low switching costs for consumers between substitutes (Sahaf, 2019; Kotabe & Helsen, 2020).

Bargaining power of buyers

Repsol and YPF A A Perfect Marriage operational a highly fragmented industry.

The bargaining power of the buyers is high.

Players, including Repsol and YPF A A Perfect Marriage, do not have a retail setup (Phillips & Moutinho, 2018; Chernev, 2018).

Bargaining power of sellers

The bargaining power of suppliers is high in the industry where Repsol and YPF A A Perfect Marriage operates.

There're numerous players in the industry, and suppliers have contracted with most of them.

The raw materials provided by suppliers are restricted, and limited owing to quality needs and benchmarks (Kotabe & Helsen, 2020; Joyce, 2022).

Internal environment analysis

The internal analysis allows an insight into the factors that Repsol and YPF A A Perfect Marriage can directly influence. These factors and capabilities are used by the Repsol and YPF A A Perfect Marriage to ensure that:

It is able to capitalize on the opportunities from the external environment.

It is able to mitigate risks and manage challenges and threats appropriately.

The Repsol and YPF A A Perfect Marriage is able to set the right strategic direction and use internal capacities towards its attainment (Stead & Stead, 2014; Deepak & Jeyakumar, 2019).

The Repsol and YPF A A Perfect Marriage has a strong brand image and a positive consumer perception in the market.

The Repsol and YPF A A Perfect Marriage invests in research and development, which helps the company focus its new product development as well as marketing capabilities (Phillips & Moutinho, 2018).

The company has a strong financial revenue earning ability and enjoys high profits.

The Repsol and YPF A A Perfect Marriage has a global distribution network, which is strong and has allowed it to enjoy high business growth.

International expansion has allowed the Repsol and YPF A A Perfect Marriage to understand diverse cultures and their knees – and engage in the localization of its product portfolio (DuBrin, 2013).

The Repsol and YPF A A Perfect Marriage is criticized for high prices for its product portfolio.

The company has suffered negative PR owing to the recall of some of its products which were faulty.

Despite engagement with advanced technology, Repsol and YPF A A Perfect Marriage continues to use manual systems internally, which leads to time ineffectiveness (Abratt & Bendixen, 2018).

The Repsol and YPF A A Perfect Marriage has an organizational culture that is resistant to change and, as a result, exhibits slow adaptation to new trends.

The product design for the Repsol and YPF A A Perfect Marriage’s offerings is imitative.

The Repsol and YPF A A Perfect Marriage has undifferentiated products in its portfolio with respect to the competition (Phillips & Moutinho, 2018; Baines, Fill, & Rosengren, 2017).

Opportunities

The Repsol and YPF A A Perfect Marriage has the opportunity to expand to developing and emerging economies.

The Repsol and YPF A A Perfect Marriage can develop outsourcing partnerships to further maintain cost-effectiveness.

The Repsol and YPF A A Perfect Marriage can also engage in green production and work towards environmental sustainability (Stead & Stead, 2014; Lasserre, 2017).

The Repsol and YPF A A Perfect Marriage can also develop strategic partnerships and alliances to facilitate business growth and development.

Target niche markets, and develop new products.

The Repsol and YPF A A Perfect Marriage can benefit from the evolving media trends for marketing purposes – including using social media content creation to target new consumer groups (Varadarajan, 2015; Wilson, 2018).

The Repsol and YPF A A Perfect Marriage is facing high competition.

The Repsol and YPF A A Perfect Marriage is also experiencing high imitation of its products.

The Repsol and YPF A A Perfect Marriage faces threats from the increased price volatility of raw materials as well.

The unstable government and government policies are also a threat to the operations of the Repsol and YPF A A Perfect Marriage- especially internationally.

Slow change adaptation may lead the Repsol and YPF A A Perfect Marriage to become an industry laggard (Anthony, 2021; Abratt & Bendixen, 2018).

Marketing mix

The product offerings by the Repsol and YPF A A Perfect Marriage maintain consistently high quality.

The Repsol and YPF A A Perfect Marriage engages in brand-building activities to ensure that its product and service offerings are well received by the target audience (Chernev, 2018).

Brand-building activities build positive associations for Repsol and YPF A A Perfect Marriage and lead to repeat purchases as well as high consumer loyalty.

Repsol and YPF A A Perfect Marriage ensures that its products are available in different SKU sizes to cater to the needs of different groups within its target audience.

The Repsol and YPF A A Perfect Marriage also offers a warranty for its products (Khan, 2014).

The Repsol and YPF A A Perfect Marriage ensures competitive pricing in the industry among the high number of market players.

For new products, the Repsol and YPF A A Perfect Marriage maintains an introductory pricing strategy to encourage trials and purchases (Kareh, 2018).

For its star products, the company maintains penetrative pricing strategies to allow maximum trial.

For mature products, the Repsol and YPF A A Perfect Marriage engages in aggressive and competitive pricing.

The Repsol and YPF A A Perfect Marriage offers regular discounts to appeal to consumers, clear stocks, as well as for increasing footfall (Išoraitė, 2016).

Repsol and YPF A A Perfect Marriage ensures that all its product offerings are highly accessible.

The Repsol and YPF A A Perfect Marriage places products in physical retail setups like supermarkets and hypermarkets.

The Repsol and YPF A A Perfect Marriage also places products with e-tailers such as amazon so consumers can easily access the products (Iacobucci, 2021).

The Repsol and YPF A A Perfect Marriage also has an online system on its website for managing orders placed directly with the company.

The Repsol and YPF A A Perfect Marriage has a strong distribution network, as well as competent and quick consumer service. (Kareh, 2018; Abratt & Bendixen, 2018).

The Repsol and YPF A A Perfect Marriage uses traditional promotional platforms of television to reach the masses with its product portfolio.

The Repsol and YPF A A Perfect Marriage also engages in radio and print promotional activities and advertisements (Deepak & Jeyakumar, 2019).

The Repsol and YPF A A Perfect Marriage also uses social media to reach out to its audiences and influence them.

The Repsol and YPF A A Perfect Marriage has developed expertise in interesting and relevant content creation, which attracts its primary as well as secondary target consumer groups (De Mooij, 2019).

The Repsol and YPF A A Perfect Marriage frequently uses influencers to create a positive buzz and hype regarding its products, as well as to ensure high reach.

All promotional content is integrated and uses emotional appeals to create a lasting relationship with the consumers (Chernev, 2018).

The Repsol and YPF A A Perfect Marriage has a strong global presence and strong business development capabilities.

The Repsol and YPF A A Perfect Marriage focuses on research and development internally to identify market gaps and demands.

The Repsol and YPF A A Perfect Marriage makes use of AI in its production operations and marketing functions to increase cost efficiency as well as affectivity (Dimitrieska, Stankovska, & Efremova, 2018).

The Repsol and YPF A A Perfect Marriage engages and invests in acquiring advanced and progressive technology for operational efficiency. (Joyce, 2022).

The Repsol and YPF A A Perfect Marriage has a strong retail setup and a strong distribution network across the globe (Gillespie & Swan, 2021; Chernev, 2018).

The Repsol and YPF A A Perfect Marriage has access to unique raw materials, which helps it maintain high quality as well as differentiation in its product offerings.

The Repsol and YPF A A Perfect Marriage holds special patents and licenses for manufacturing processes, as well as for being able to manufacture off-site in other countries (Grewal & Levy, 2021).

The Repsol and YPF A A Perfect Marriage undertakes and participates in sustainable and eco-friendly manufacturing processes.

The Repsol and YPF A A Perfect Marriage has also developed a green packaging solution for its product offerings and portfolio (Gillespie & Swan, 2021).

The leadership within the Repsol and YPF A A Perfect Marriage is visionary and charismatic.

The organizational culture within Repsol and YPF A A Perfect Marriage is robust, innovative and creative.

The organizational culture is based on the unique values, and implementation of the same – including transparency, honesty, and commitment (Groucutt & Hopkins, 2015).

The human resource management policies within the Repsol and YPF A A Perfect Marriage support employee development and engagement – leading to high employee satisfaction and high employee morale (Machado, 2019; Anthony, 2021).

The compensation framework within the Repsol and YPF A A Perfect Marriage is advanced and focuses on extrinsic as well as intrinsic drivers for employee performance.

The Repsol and YPF A A Perfect Marriage enjoys high brand equity based on consistently high deliverance of product quality (Hitt, Miller, Colella, & Triana, 2017; Grewal & Levy, 2021).

The technical infrastructure within the Repsol and YPF A A Perfect Marriage comprises new and advanced technology as well as network development to support its operations (Griffin, 2021)

The Repsol and YPF A A Perfect Marriage has access to advanced physical infrastructure as well which helps support its technical advancements, as well as its manufacturing and related operations (Valeri, 2021)

The international exposure that the Repsol and YPF A A Perfect Marriage has received owing to its expansions has allowed it to develop and apply innovation as well as new knowledge for improving existing processes and schedules within the company (Hitt, Miller, Colella, & Triana, 2017; Abratt & Bendixen, 2018; Valeri, 2021).

Value chain

The core capabilities and strengths of the Repsol and YPF A A Perfect Marriage have enabled it to overcome obstacles and challenges and achieve its strategic goals and targets.

The core strengths and competencies of Repsol and YPF A A Perfect Marriage form an important part of the company’s value chain (Chernev, 2018; Anthony, 2021).

Primary activities

Repsol and YPF A A Perfect Marriage works directly and owns part of its operations in the value chain.

The Repsol and YPF A A Perfect Marriage also works through different third parties as well as contracts with other parties for managing operations in other countries (Anthony, 2021).

For inbound logistics, the Repsol and YPF A A Perfect Marriage ensures that all raw materials are transferred to warehouses and manufacturing sites in a timely fashion using company-owned transportation.

The Repsol and YPF A A Perfect Marriage manages its operations directly as well as through third parties.

The operations of the Repsol and YPF A A Perfect Marriage are spanned in its hometown as well as conducted overseas at other locations (Deepak & Jeyakumar, 2019).

In offshore countries, the Repsol and YPF A A Perfect Marriage manages operations through partners and agents – who look after distribution and marketing activities for the Repsol and YPF A A Perfect Marriage.

The Repsol and YPF A A Perfect Marriage engages in invested marketing activities – based on consumer and market research (Dimitrieska, Stankovska, & Efremova, 2018; Chernev, 2018).

The Repsol and YPF A A Perfect Marriage also makes use of AI for its marketing and promotional activities.

The Repsol and YPF A A Perfect Marriage regularly trains its employees to develop skills regarding consumer service.

The Repsol and YPF A A Perfect Marriage has maintained strict policies regarding consumer service as well as ensuring high quality and increased customer satisfaction (Joyce, 2022).

Secondary activities

The Repsol and YPF A A Perfect Marriage has a strong human resource management department, regulated by modern policies and practices.

The human resource management department at the Repsol and YPF A A Perfect Marriage supports the organizational culture and the leadership through its various functions – such as hiring, training and compensation management (DuBrin, 2013).

The Repsol and YPF A A Perfect Marriage makes use of advanced technology to support its operations and achieve strategic goals and targets (DuBrin, 2013; Joyce, 2022).

The advanced technology is acquired internationally (Iacobucci, 2021).

The Repsol and YPF A A Perfect Marriage engages in regulated procurement with selected suppliers.

The Repsol and YPF A A Perfect Marriage ensures its contracted suppliers provide consistently high-quality raw materials to maintain high quality for end consumers (Gillespie & Swan, 2021).

The Repsol and YPF A A Perfect Marriage is used to resolve its managerial and strategic challenges using one of the following strategies.

The strategies recommended will allow the Repsol and YPF A A Perfect Marriage to expand and develop, as well as manage its risks and challenges effectively.

Using these strategies, the Repsol and YPF A A Perfect Marriage will also be able to remain competitive in the market.

Market development strategies

The Repsol and YPF A A Perfect Marriage can engage in informative and emotional marketing to appeal to the target audience in the market and increase brand awareness.

The Repsol and YPF A A Perfect Marriage can devise and run educational campaigns to help understand the importance of the product, and its need (Išoraitė, 2016).

The Repsol and YPF A A Perfect Marriage can work with influencers and celebrities to help spread the message through social media as well as conventional media.

The Repsol and YPF A A Perfect Marriage can use a team on the ground to interact with the target audience, brief them about the product and its benefits, and influence them positively towards purchase decisions. (Baines, Fill, & Rosengren, 2017).

Market penetration strategies

The Repsol and YPF A A Perfect Marriage can increase its marketing spending and use emotional appeals to influence the target audience.

The marketing strategies should be focused on maximizing the reach of the brand's message and promise (Iacobucci, 2021).

The Repsol and YPF A A Perfect Marriage is recommended to make its products accessible through an increased number of supermarkets and hypermarkets.

The Repsol and YPF A A Perfect Marriage can also open its own retail setups to increase footfall and reach across different regions (Sahaf, 2019).

Product development strategies

The Repsol and YPF A A Perfect Marriage is recommended to and can engage in market and consumer research for product development.

Encouraging innovation and discussion of new ideas within the Repsol and YPF A A Perfect Marriage can also lead to rapid new product development (Varadarajan, 2015).

The Repsol and YPF A A Perfect Marriage can also optimize the development of new products by making its manufacturing and testing processes more effective.

The Repsol and YPF A A Perfect Marriage can also create innovation labs and labs for new product development and testing (Sahaf, 2019; Abratt & Bendixen, 2018).

Diversification strategies

The Repsol and YPF A A Perfect Marriage can expand horizontally and add new product lines.

The Repsol and YPF A A Perfect Marriage can also expand vertically and add new products to the existing product line

The diversification will allow the Repsol and YPF A A Perfect Marriage to attract new consumer groups (De Mooij, 2019).

The diversification will also allow the Repsol and YPF A A Perfect Marriage to increase its penetration and reach amongst existing consumers.

The Repsol and YPF A A Perfect Marriage will be able to increase brand awareness through diversification as well (Iacobucci, 2021; Abratt & Bendixen, 2018).

The Repsol and YPF A A Perfect Marriage needs to strategically align its resources for optimization and to achieve its strategic goals and targets. The Repsol and YPF A A Perfect Marriage should continue to use its internal capabilities to realize new opportunities and for mitigating risks and weaknesses. In addition, the Repsol and YPF A A Perfect Marriage should also make use of other strategic models to understand the managerial challenges that the organization faces and devise suitable strategies and actions for overcoming them. The leadership of the Repsol and YPF A A Perfect Marriage will play a critical role in ensuring that the organization overcomes the challenges by focusing on the organizational culture and values, which will then impact the operations and performance at large.

Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. New York, United States: Routledge.

Anthony, H. (2021). Understanding strategic management. New York: Oxford University Press.

Baines, P., Fill, C., & Rosengren, S. (2017). Marketing. New York, United States: Oxford University Press.

Buchanan, D., & Huczynski, A. (2019). Organizational behaviour. London: Pearson UK.

Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg, Germany: Cerebellum Press.

De Mooij, M. (2019). Consumer behavior and culture: Consequences for global marketing and advertising. Thousand Oaks, California: Sage.

Deepak, R., & Jeyakumar, S. (2019). Marketing management. New Delhi, India: Educreation Publishing.

Dimitrieska, S., Stankovska, A., & Efremova, T. (2018). Artificial intelligence and marketing. Entrepreneurship, 6(2), 298-304.

DuBrin, A. (2013). Fundamentals of organizational behavior: An applied perspective. Amsterdam, Netherlands: Elsevier.

Gillespie, K., & Swan, K. (2021). Global marketing. New York, United States: Routledge.

Grewal, D., & Levy, M. (2021). M: marketing. New York, United States: McGraw-Hill Education.

Griffin, R. (2021). Management. Boston, Massachusetts, United States: Cengage Learning.

Groucutt, J., & Hopkins, C. (2015). Marketing. London: Macmillan International Higher Education.

Hitt, M., Miller, C., Colella, A., & Triana, M. (2017). Organizational behavior. Hoboken, New Jersey, United States: John Wiley & Sons.

Iacobucci, D. (2021). Marketing management. Boston, Massachusetts, United States: Cengage Learning.

Išoraitė, M. (2016). Marketing mix theoretical aspects. International Journal of Research-Granthaalayah, 4(6), 25-37.

Joyce, P. (2022). Strategic Management and Governance: Strategy Execution Around the World. Oxfordshire United Kingdom: Taylor & Francis.

Kareh, A. (2018). Evolution of the four Ps: Revisiting the marketing mix. Retrieved June 2022, from Forbes: https://www.forbes.com/sites/forbesagencycouncil/2018/01/03/evolution-of-the-four-ps-revisiting-the-marketing-mix/

Khan, M. (2014). The concept of ‘marketing mix’and its elements. International journal of information, business and management, 6(2), 95-107.

Kotabe, M., & Helsen, K. (2020). Global marketing management. Hoboken, New Jersey, United States: John Wiley & Sons.

Lasserre, P. (2017). Global strategic management. London: Macmillan International Higher Education.

Machado, C. (2019). Organizational Behaviour and Human Resource Management. Berlin: Springer.

Phillips, P., & Moutinho, L. (2018). Contemporary issues in strategic management. London: Routledge.

Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi, India: PHI Learning Pvt. Ltd.

Stead, J., & Stead, W. (2014). Sustainable strategic management. London: Routledge.

Valeri, M. (2021). Organizational studies: implications for the strategic management. Berlin, Germany: Springer Nature.

Varadarajan, R. (2015). Strategic marketing, marketing strategy and market strategy. AMS review , 5(3), 78-90.

Wilson, F. (2018). Organizational behaviour and work: a critical introduction. New York: Oxford university press.

Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive impact. Berlin: Springer Nature.

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Case Study Solutions

Structuring Repsols Acquisition Of Ypf S.A. V. 2.5

Subjects Covered Financial strategy Mergers & acquisitions

by Robert F. Bruner, Pablo Ciano, Fernanda Pasquarelli

Source: Darden School of Business

30 pages. Publication Date: Feb 02, 2000. Prod. #: UV2479-PDF-ENG

Structuring Repsol’s Acquisition Of Ypf S.A. V. 2.5 Harvard Case Study Solution and HBR and HBS Case Analysis

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Structuring Repsol’s acquisition of YPF S.A (A). Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> Structuring Repsol’s acquisition of YPF S.A (A).

Structuring  Repsol’s acquisition of YPF S.A (A). Case Solution

Advantages & disadvantages of stock financing:.

The advantage of stock financing is that it will enable the firm to maintain credit rating, unused debt capacity for future unforeseen financial requirements and growth opportunities. Shareholders of YPF will be able to get a share in gain after the acquisition.

On the other hand,there are some disadvantages, such as: the earning per share will be decreased just because of dilution and the business will be riskier.Respol will bear the entire risk if it offers cash-only, but in this option; the risk will be distributed between both the firms.

So the cash option is less risky than the stock option for the YPF’s shareholders because they will not participle in any profit or loss after the merger, as they will just get a fixed price.

Assessment of alternatives of financing

There is a highest variation in the EBIT coverage ratio ifthe acquisition is fully financed with debtas compared to the blend financing option, as shown in the probability distribution graph of EBIT coverage ratio in exhibit 10, by running simulation at the base case. The probability of default is highest in all debt financing and lowest in all equity financing.  After taking into consideration the minimum and maximum country risk; the all debt financing and all equity financing produce the highest value of the merged firm, and blended option produces minimum variation in values of the merged firm, but variation is least in all debt financing and highest in all equity financing. The default risk has a huge impact on the cost of capital, which will ultimately impact the post-merger valuation of the firm (Bob Bruner; Pablo Ciano; Fernanda Pasquarelli, 2000).

Recommendations

By considering all factors, such as: default risk, country risk, bylaws consideration of YPF and the strategic planning of Repsol; we would recommend the company to overcome the drawbacks of raising capital by issuing equity and to take into account the YPF's bylaws and all other relevant factors.Alfonso Cortina must make an all-cash payment for YPF at 44.78$ per share.

The key bets on which our recommendation depends are as follows: by acquiring the YPF Repsol will be able to finance ina less risky and less conflicting way, as YPF’s investors want full cash, not stock swap. This will help the company in growing internationally, offering sustainable dividend growth rates to shareholders and in transforming the profit and portfolio as well.

Influence of deal financing on other aspects of M&A deal design in general

Generally, we assess the financing alternatives through six dimensions, such as: flexibility, risk, income, control, timing, and others. Inflexibly, we assess the ability of the firm to meet the unforeseen financial requirement, income the option generates, risk of the variation in cash flows, and so on. All these factors influence the option of financing for M&A deal design (Financial Education Association, 2005)............................

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Structuring Repsol’s acquisition of YPF S.A (A). Case Solution & Answer

Home » Case Study Analysis Solutions » Structuring Repsol’s acquisition of YPF S.A (A).

Structuring  Repsol’s acquisition of YPF S.A (A). Case Solution

Significant of expected synergies and restructuring effect.

The expected quantitative significance synergies and restructuring effect is that the after-tax cost saving of is $350 million, by 1998 1.6% in cost reduction. The capital expenditure will also reduce by $2 billion in 2000 from $15.6 to $13.6 billion in 1998. The merger will decrease the lifting cost of YPF by 4.6% and so will the test drilling activities, and the installation of new technology will decrease the finding cost by 25%. So as the result of this merger; the synergy will be created, which will increase the production of gas, decrease the cost of finding and will also yield $2.5 billion by divesting non-core business in 2002.

So this deal of acquisition is good for the shareholders of Repsol, because it shows the strategic fit.It is so because Repsol will also have a significantly better business balance as a unified company as YPF is getting revenue from refining activities and gasoline stations mostly, so the firm has a large number of reserves for exploration as well as the production of oil. So Repsol could get benefit from the reserves owned by YPF.

 The price that Cortina proposes to offer to YPF shareholders

The proposed price to YPF’s shareholders was $44.78 per share, but the price of the DFC model is $13 per share as per the result. Repsol overpays to the shareholders of YPF, and even after adding the synergy after merger; the price of stock is $27.8, which means Repsol is overpaying to its shareholders for the stocks of YPF.

Current price of Repsol shares in the market

The actual price of the stock is $7.79, which is calculated by dividing the book value of shareholders equity in 1998,(given in the exhibit 3) by the number of outstanding shares in the same year. The current value of Repsol’s share is between $16and$18, as shown in the prices per share graph in exhibit 11. The stock is undervalued as compared to the price which we evaluated by using the DCF model, such as: $21.51 per share. The calculation is done in excel sheet exhibit 12. We discounted the given free cash flow at the WACC of Repsol 8.1%, summed the discounted cash flows and came to the equity value of $19355 million by deducting the total long-term debt of Repsol in 1998 from the enterprise value. The number of shares outstanding was 900 million, so by diving equity value to the number of outstanding shares; we found the share value of $21.51 per share.

 Relative advantages and disadvantages of offering to the shareholders of YPF

Advantages & disadvantages of cash financing:.

The significant advantage of cash financing is thatit is cheaper as compared to equity. There are also other benefits of cash financing, such as:adecrease in the capital cost after combination, tax shield benefits as well as creating value to the stockholders. Cash financing will decrease the risk of the YRF’s shareholders, which they will be exposed to after getting the stock percentage.

On the other hand,a full cash offer will increase the leverage of Repsol, which will decrease the rating grade of debt, as a result of which the cost of debt financing will increase, because debt will be risky to the investors. This option will also decrease the ability of Repsol to raise funds in the future when unforeseen financial need will arise, which also produce a negative signal to the investors. (David Rodeck, 2017)………………………

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Structuring Repsol s Acquisition of YPF S A A Case Analysis and Case Solution

Posted by Peter Williams on Aug-09-2018

Introduction of Structuring Repsol s Acquisition of YPF S A A Case Solution

The Structuring Repsol s Acquisition of YPF S A A case study is a Harvard Business Review case study, which presents a simulated practical experience to the reader allowing them to learn about real life problems in the business world. The Structuring Repsol s Acquisition of YPF S A A case consisted of a central issue to the organization, which had to be identified, analysed and creative solutions had to be drawn to tackle the issue. This paper presents the solved Structuring Repsol s Acquisition of YPF S A A case analysis and case solution. The method through which the analysis is done is mentioned, followed by the relevant tools used in finding the solution.

The case solution first identifies the central issue to the Structuring Repsol s Acquisition of YPF S A A case study, and the relevant stakeholders affected by this issue. This is known as the problem identification stage. After this, the relevant tools and models are used, which help in the case study analysis and case study solution. The tools used in identifying the solution consist of the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis. The solution consists of recommended strategies to overcome this central issue. It is a good idea to also propose alternative case study solutions, because if the main solution is not found feasible, then the alternative solutions could be implemented. Lastly, a good case study solution also includes an implementation plan for the recommendation strategies. This shows how through a step-by-step procedure as to how the central issue can be resolved.

Problem Identification of Structuring Repsol s Acquisition of YPF S A A Case Solution

Harvard Business Review cases involve a central problem that is being faced by the organization and these problems affect a number of stakeholders. In the problem identification stage, the problem faced by Structuring Repsol s Acquisition of YPF S A A is identified through reading of the case. This could be mentioned at the start of the reading, the middle or the end. At times in a case analysis, the problem may be clearly evident in the reading of the HBR case. At other times, finding the issue is the job of the person analysing the case. It is also important to understand what stakeholders are affected by the problem and how. The goals of the stakeholders and are the organization are also identified to ensure that the case study analysis are consistent with these.

Analysis of the Structuring Repsol s Acquisition of YPF S A A HBR Case Study

The objective of the case should be focused on. This is doing the Structuring Repsol s Acquisition of YPF S A A Case Solution. This analysis can be proceeded in a step-by-step procedure to ensure that effective solutions are found.

• In the first step, a growth path of the company can be formulated that lays down its vision, mission and strategic aims. These can usually be developed using the company history is provided in the case. Company history is helpful in a Business Case study as it helps one understand what the scope of the solutions will be for the case study.
• The next step is of understanding the company; its people, their priorities and the overall culture. This can be done by using company history. It can also be done by looking at anecdotal instances of managers or employees that are usually included in an HBR case study description to give the reader a real feel of the situation.
• Lastly, a timeline of the issues and events in the case needs to be made. Arranging events in a timeline allows one to predict the next few events that are likely to take place. It also helps one in developing the case study solutions. The timeline also helps in understanding the continuous challenges that are being faced by the organisation.

SWOT analysis of Structuring Repsol s Acquisition of YPF S A A

An important tool that helps in addressing the central issue of the case and coming up with Structuring Repsol s Acquisition of YPF S A A HBR case solution is the SWOT analysis.

• The SWOT analysis is a strategic management tool that lists down in the form of a matrix, an organisation's internal strengths and weaknesses, and external opportunities and threats. It helps in the strategic analysis of Structuring Repsol s Acquisition of YPF S A A.
• Once this listing has been done, a clearer picture can be developed in regards to how strategies will be formed to address the main problem. For example, strengths will be used as an advantage in solving the issue.

Therefore, the SWOT analysis is a helpful tool in coming up with the Structuring Repsol s Acquisition of YPF S A A Case Study answers. One does not need to remain restricted to using the traditional SWOT analysis, but the advanced TOWS matrix or weighted average SWOT analysis can also be used.

Porter Five Forces Analysis for Structuring Repsol s Acquisition of YPF S A A

Another helpful tool in finding the case solutions is of Porter's Five Forces analysis. This is also a strategic tool that is used to analyse the competitive environment of the industry in which Structuring Repsol s Acquisition of YPF S A A operates in. Analysis of the industry is important as businesses do not work in isolation in real life, but are affected by the business environment of the industry that they operate in. Harvard Business case studies represent real-life situations, and therefore, an analysis of the industry's competitive environment needs to be carried out to come up with more holistic case study solutions. In Porter's Five Forces analysis, the industry is analysed along 5 dimensions.

• These are the threats that the industry faces due to new entrants.
• It includes the threat of substitute products.
• It includes the bargaining power of buyers in the industry.
• It includes the bargaining power of suppliers in an industry.
• Lastly, the overall rivalry or competition within the industry is analysed.

This tool helps one understand the relative powers of the major players in the industry and its overall competitive dynamics. Actionable and practical solutions can then be developed by keeping these factors into perspective.

PESTEL Analysis of Structuring Repsol s Acquisition of YPF S A A

Another helpful tool that should be used in finding the case study solutions is the PESTEL analysis. This also looks at the external business environment of the organisation helps in finding case study Analysis to real-life business issues as in HBR cases.

• The PESTEL analysis particularly looks at the macro environmental factors that affect the industry. These are the political, environmental, social, technological, environmental and legal (regulatory) factors affecting the industry.
• Factors within each of these 6 should be listed down, and analysis should be made as to how these affect the organisation under question.
• These factors are also responsible for the future growth and challenges within the industry. Hence, they should be taken into consideration when coming up with the Structuring Repsol s Acquisition of YPF S A A case solution.

VRIO Analysis of Structuring Repsol s Acquisition of YPF S A A

This is an analysis carried out to know about the internal strengths and capabilities of Structuring Repsol s Acquisition of YPF S A A. Under the VRIO analysis, the following steps are carried out:

• The internal resources of Structuring Repsol s Acquisition of YPF S A A are listed down.
• Each of these resources are assessed in terms of the value it brings to the organization.
• Each resource is assessed in terms of how rare it is. A rare resource is one that is not commonly used by competitors.
• Each resource is assessed whether it could be imitated by competition easily or not.
• Lastly, each resource is assessed in terms of whether the organization can use it to an advantage or not.

The analysis done on the 4 dimensions; Value, Rareness, Imitability, and Organization. If a resource is high on all of these 4, then it brings long-term competitive advantage. If a resource is high on Value, Rareness, and Imitability, then it brings an unused competitive advantage. If a resource is high on Value and Rareness, then it only brings temporary competitive advantage. If a resource is only valuable, then it’s a competitive parity. If it’s none, then it can be regarded as a competitive disadvantage.

Value Chain Analysis of Structuring Repsol s Acquisition of YPF S A A

The Value chain analysis of Structuring Repsol s Acquisition of YPF S A A helps in identifying the activities of an organization, and how these add value in terms of cost reduction and differentiation. This tool is used in the case study analysis as follows:

• The firm’s primary and support activities are listed down.
• Identifying the importance of these activities in the cost of the product and the differentiation they produce.
• Lastly, differentiation or cost reduction strategies are to be used for each of these activities to increase the overall value provided by these activities.

Recognizing value creating activities and enhancing the value that they create allow Structuring Repsol s Acquisition of YPF S A A to increase its competitive advantage.

BCG Matrix of Structuring Repsol s Acquisition of YPF S A A

The BCG Matrix is an important tool in deciding whether an organization should invest or divest in its strategic business units. The matrix involves placing the strategic business units of a business in one of four categories; question marks, stars, dogs and cash cows. The placement in these categories depends on the relative market share of the organization and the market growth of these strategic business units. The steps to be followed in this analysis is as follows:

• Identify the relative market share of each strategic business unit.
• Identify the market growth of each strategic business unit.
• Place these strategic business units in one of four categories. Question Marks are those strategic business units with high market share and low market growth rate. Stars are those strategic business units with high market share and high market growth rate. Cash Cows are those strategic business units with high market share and low market growth rate. Dogs are those strategic business units with low market share and low growth rate.
• Relevant strategies should be implemented for each strategic business unit depending on its position in the matrix.

The strategies identified from the Structuring Repsol s Acquisition of YPF S A A BCG matrix and included in the case pdf. These are either to further develop the product, penetrate the market, develop the market, diversification, investing or divesting.

Ansoff Matrix of Structuring Repsol s Acquisition of YPF S A A

Ansoff Matrix is an important strategic tool to come up with future strategies for Structuring Repsol s Acquisition of YPF S A A in the case solution. It helps decide whether an organization should pursue future expansion in new markets and products or should it focus on existing markets and products.

• The organization can penetrate into existing markets with its existing products. This is known as market penetration strategy.
• The organization can develop new products for the existing market. This is known as product development strategy.
• The organization can enter new markets with its existing products. This is known as market development strategy.
• The organization can enter into new markets with new products. This is known as a diversification strategy.

The choice of strategy depends on the analysis of the previous tools used and the level of risk the organization is willing to take.

Marketing Mix of Structuring Repsol s Acquisition of YPF S A A

Structuring Repsol s Acquisition of YPF S A A needs to bring out certain responses from the market that it targets. To do so, it will need to use the marketing mix, which serves as a tool in helping bring out responses from the market. The 4 elements of the marketing mix are Product, Price, Place and Promotions. The following steps are required to carry out a marketing mix analysis and include this in the case study analysis.

• Analyse the company’s products and devise strategies to improve the product offering of the company.
• Analyse the company’s price points and devise strategies that could be based on competition, value or cost.
• Analyse the company’s promotion mix. This includes the advertisement, public relations, personal selling, sales promotion, and direct marketing. Strategies will be devised which makes use of a few or all of these elements.
• Analyse the company’s distribution and reach. Strategies can be devised to improve the availability of the company’s products.

Structuring Repsol s Acquisition of YPF S A A Blue Ocean Strategy

The strategies devised and included in the Structuring Repsol s Acquisition of YPF S A A case memo should have a blue ocean strategy. A blue ocean strategy is a strategy that involves firms seeking uncontested market spaces, which makes the competition of the company irrelevant. It involves coming up with new and unique products or ideas through innovation. This gives the organization a competitive advantage over other firms, unlike a red ocean strategy.

Competitors analysis of Structuring Repsol s Acquisition of YPF S A A

The PESTEL analysis discussed previously looked at the macro environmental factors affecting business, but not the microenvironmental factors. One of the microenvironmental factors are competitors, which are addressed by a competitor analysis. The Competitors analysis of Structuring Repsol s Acquisition of YPF S A A looks at the direct and indirect competitors within the industry that it operates in.

• This involves a detailed analysis of their actions and how these would affect the future strategies of Structuring Repsol s Acquisition of YPF S A A.
• It involves looking at the current market share of the company and its competitors.
• It should compare the marketing mix elements of competitors, their supply chain, human resources, financial strength etc.
• It also should look at the potential opportunities and threats that these competitors pose on the company.

Organisation of the Analysis into Structuring Repsol s Acquisition of YPF S A A Case Study Solution

Once various tools have been used to analyse the case, the findings of this analysis need to be incorporated into practical and actionable solutions. These solutions will also be the Structuring Repsol s Acquisition of YPF S A A case answers. These are usually in the form of strategies that the organisation can adopt. The following step-by-step procedure can be used to organise the Harvard Business case solution and recommendations:

• The first step of the solution is to come up with a corporate level strategy for the organisation. This part consists of solutions that address issues faced by the organisation on a strategic level. This could include suggestions, changes or recommendations to the company's vision, mission and its strategic objectives. It can include recommendations on how the organisation can work towards achieving these strategic objectives. Furthermore, it needs to be explained how the stated recommendations will help in solving the main issue mentioned in the case and where the company will stand in the future as a result of these.
• The second step of the solution is to come up with a business level strategy. The HBR case studies may present issues faced by a part of the organisation. For example, the issues may be stated for marketing and the role of a marketing manager needs to be assumed. So, recommendations and suggestions need to address the strategy of the marketing department in this case. Therefore, the strategic objectives of this business unit (Marketing) will be laid down in the solutions and recommendations will be made as to how to achieve these objectives. Similar would be the case for any other business unit or department such as human resources, finance, IT etc. The important thing to note here is that the business level strategy needs to be aligned with the overall corporate strategy of the organisation. For example, if one suggests the organisation to focus on differentiation for competitive advantage as a corporate level strategy, then it can't be recommended for the Structuring Repsol s Acquisition of YPF S A A Case Study Solution that the business unit should focus on costs.
• The third step is not compulsory but depends from case to case. In some HBR case studies, one may be required to analyse an issue at a department. This issue may be analysed for a manager or employee as well. In these cases, recommendations need to be made for these people. The solution may state that objectives that these people need to achieve and how these objectives would be achieved.

The case study analysis and solution, and Structuring Repsol s Acquisition of YPF S A A case answers should be written down in the Structuring Repsol s Acquisition of YPF S A A case memo, clearly identifying which part shows what. The Structuring Repsol s Acquisition of YPF S A A case should be in a professional format, presenting points clearly that are well understood by the reader.

Alternate solution to the Structuring Repsol s Acquisition of YPF S A A HBR case study

It is important to have more than one solution to the case study. This is the alternate solution that would be implemented if the original proposed solution is found infeasible or impossible due to a change in circumstances. The alternate solution for Structuring Repsol s Acquisition of YPF S A A is presented in the same way as the original solution, where it consists of a corporate level strategy, business level strategy and other recommendations.

Implementation of Structuring Repsol s Acquisition of YPF S A A Case Solution

The case study does not end at just providing recommendations to the issues at hand. One is also required to provide how these recommendations would be implemented. This is shown through a proper implementation framework. A detailed implementation framework helps in distinguishing between an average and an above average case study answer. A good implementation framework shows the proposed plan and how the organisations' resources would be used to achieve the objectives. It also lays down the changes needed to be made as well as the assumptions in the process.

• A proper implementation framework shows that one has clearly understood the case study and the main issue within it.
• It shows that one has been clarified with the HBR fundamentals on the topic.
• It shows that the details provided in the case have been properly analysed.
• It shows that one has developed an ability to prioritise recommendations and how these could be successfully implemented.
• The implementation framework also helps by removing out any recommendations that are not practical or actionable as these could not be implemented. Therefore, the implementation framework ensures that the solution to the Structuring Repsol s Acquisition of YPF S A A Harvard case is complete and properly answered.

Recommendations and Action Plan for Structuring Repsol s Acquisition of YPF S A A case analysis

For Structuring Repsol s Acquisition of YPF S A A, based on the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis, the recommendations and action plan are as follows:

• Structuring Repsol s Acquisition of YPF S A A should focus on making use of its strengths identified from the VRIO analysis to make the most of the opportunities identified from the PESTEL.
• Structuring Repsol s Acquisition of YPF S A A should enhance the value creating activities within its value chain.
• Structuring Repsol s Acquisition of YPF S A A should invest in its stars and cash cows, while getting rid of the dogs identified from the BCG Matrix analysis.
• To achieve its overall corporate and business level objectives, it should make use of the marketing mix tools to obtain desired results from its target market.

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