The reason, according to VF's CEO Eric Wiseman, is that the Timberland deal would be a "transformative" acquisition that would add footwear to VF's fastest-growing division, the outdoor and action sports business, which had achieved a 14% gain in revenues in 2010 and contributed $3.2 billion of VF's total revenues of $7.7 billion. By combining the products of the clothing and footwear division, Wiseman claimed that VF could almost double Timberland's profitability by increasing its global sales by at least 15%. At the same time, the addition of the Timberland brand would increase the sales of VF's outdoor brands such as The North Face by 10%. The result would be a major increase in VF's revenues and profitabilityan argument its investors agreed with because whereas the stock price of a company that acquires another company normally declines after the announcement, VF's stock price soared by 10%! Why would this merger of two very different companies result in so much more value being created? The first reason is that it would allow the company to of- fer an extended range of outdoor productsclothing, shoes, backpacks, and accessorieswhich could all be packaged together, distributed to retailers, and marketed and sold to customers. The result would be substantial cost savings because purchasing, distribution, and marketing costs would now be shared between the different brands or product lines in VF's expanded portfolio. In addition, VF would be able to increasingly differentiate its outdoor products by, for example, linking its brand The North Face with the Timberland brand, so customers purchasing outdoor clothing would be more likely to purchase Timberland hiking boots and related accessories such as backpacks offered by VF's other outdoor brands. In addition, although Timberland is a well-known popular brand in the United States, it generates more than 50% of its revenues from global sales (especially in high-growth markets such as China), and it has a niche presence in many countries such as the United Kingdom and Japan. In 2011 VF was only generating 30% of its revenues from global sales; by taking advantage of the commonalities between its outdoor brands, VF argued that purchasing Timberland would increase its sales in overseas markets and also increase the brand recognition and sales of its other primary brands such as Wrangler Jeans and Nautica. For example, hikers could wear VF's Wrangler or Lee Jeans, as well as The North Face clothing, at the same time they put on their Timberland hiking boots. In short, Timber- land's global brand cachet and the synergies between the two companies' outdoor lifestyle products would result in major new value creation. Thus, the acquisition would allow VF to increase the global differentiated appeal of all its brands, resulting in lower costs. VF would be able to negotiate better deals with specialist outsourcing companies abroad, and economies of scale would result from reduced global shipping and distribution costs. In a conference call to analysts, Wiseman said that: "Timberland has been our Number 1 acquisition priority. It knits together two powerful companies into a new global player in the outdoor and action sports space." After the acquisition, the combined companies had more than 1,225 VF-operated retail stores, of which most were single-brand shops. VF also operated 80 U.S. outlet stores that sold a wide range of excess VF products. VF also sold to specialty stores, department stores, national chains, and mass merchants such as Walmart (Walmart accounted for 8% of VF's total sales in 2012primarily due to its purchases of jeans- wear). The Timberland acquisition increased the range of products VF could distribute and sell through its many distribution channels, resulting in synergies and cost savings. VF's organizational structure leveraged the advantage of centralized purchasing, distribution, and IT to reduce costs across the organization. Timberland's 2010 sales (prior to the acquisition) had been $1.4 billion, and its net income had been $96 milliona net profit margin of just under 7%. VF's sales in 2010 had been $7.7 billion with net in- come of $571 million, for a net profit margin of 7.4%. After the acquisition, VF Corporation posted revenues of $9.4 billion and $10.9 billion while also showing an increase in net profit margin to 9.4% and 10.0% in 2011 and 2012, respectively. Although it is difficult to know how much of these gains could be directly attributable to the Timberland acquisition, VF's strategy of related diversification appeared to be paying off.

VF's

acquisition cost in mid-2011 was $2 billion. For this exercise, assume that all

sales increases after 2012 are due to additions and synergies from the VF

acquisition. Sales in 2010, 2011 and 2012 were $7.7 billion, $9.4 billion and

$10.9 billion respectively. Assume that sales grew by $1.5 billion in each of

the succeeding 5 years (7 years, in all, after 2010) and that the net profit

margin after 2012 was 10%. Also assume that VF's cost of capital is 10% per

year. Making these assumptions, you now can form a tentative answer. (Why would

your answer have to be "tentative?"?)

How

might you compare VF's increase in profits to the premium it paid for

Timberland?

Question

is in bold. Information for the question is not in bold.

I

would like to use a discounted cash flow table and see if the discounted cash

flows from the acquisition exceed the acquisition cost.

You definitely are on the right track. In a situation like this, you must make assumptions regarding the parameters that are not given to you. For instance, you probably will have to estimate the growth rates of sales after 2012 this will allow you to make a DCF table through a reasonable payback period(perhaps seven years).You also will have to assume that some profit margins stay the same. You do not need to do extensive research; just assume what you need to know, but haven't been given.