Couche-Tard’s Failed Bid for Seven & i Sparks Debate Over Japan

The decision to disappoint the acquisition of the Alimement Couche-TARD Inc.’s attempt to acquire Seven & I Holdings Co., launched a discussion in Tokyo about the courses that the merger and purchasing ambitious foreign companies should be withdrawn.

The offer was daring since the beginning. 7-Eleven markets have one of Japan’s most prominent brands, and the inheritance would be the largest by a foreign organization in the history of the country. Moreover, the founding ITO family was so opposed to the agreement that they returned to one of their archives to prevent and prevent it.

Nevertheless, the government, which forced companies to adopt a more investor -friendly approach, did not create a strong political opposition, even though it requested more protection under a law that could make an agreement. According to CLSA strategist Nicholas Smith, Couche-TARD seven and I put the month from the administration of I, while the failure of the agreement opposes the wider tendency in the investment landscape.

“Seven & I is just an obstructive character in an ongoing success story, Smith said, Smith said. “Activist trade and shareholders are burning. Private capital sees Japan as one of the most attractive markets in the world and employs it in an aggressive way. Management cannot afford to relax.”

Stephen Dacus, the new general manager of Yed & I, has to prove that the Japanese retailer can increase and increase the efficiency of the retailer. Stocks fell 9% on Thursday after the Couche-TARD’s offer. The company plans to sell Superstore for $ 5.4 billion and proposes a list of 2 trillion stocks and a list of US business.

According to Monex Group Inc.’s expert director Jesper Koll, the rejection of the agreement is a sign of more aggression in Japanese companies. “This is actually the injection of energy and competitive spirits to a Japanese -led management team.”

The date of the attempt by Marquee Japanese companies to take over by foreigners is mixed.

KKR, CVC Capital Partners and Blackstone Inc., after meeting the harsh resistance of the management Toshiba Corp.’un away from the purchase. The concerns about the valuation, complexity and political nature of the agreement were the head winds that eventually resulted in a consortium in which a indigenous fund had prevailed.

In 2016, Hon Hai Precision Industry Co., known as Foxconn, made an agreement to get a control with Japanese electronic manufacturer Sharp Corp. The electronic contract manufacturer of Taiwan had followed the Japanese company for years. Terry Gou, the founder of Foxconn, made Japanese deputies lobbying, chosen banks, and sweeten the offer to leave a Japanese government -backed bidder behind.

Michael Jacobs, an investment analyst in Japan on Thursday, will be understood that today’s news will only be understood a year later and he will think that the administration has managed to accelerate group reforms and to return the situation in both Japan and the United States, ”he said.

Undesirable offers have often faced strong resistance, regardless of where potential buyers came from.

Japanese motor manufacturer Nidec Corp., Machinery Machine Co. He made an undesirable offer for and shocked many Japanese companies that never imagined that a Japanese company could have taken over. NIDEC, like Couche-TARD, withdrew the proposal earlier this year due to a strong opposition. In another closely watched case, Taiwan’s Yago Corp made a transfer to Shibaura Electronics and Japanese rival Mitsumi Inc.

Others argued that the failure of the Couche-TARD agreement has nothing to do with their nationalities or cultures. The problem was not only money and Couche-TARD’s 6.77 trillion ¥ The offer was not enough.

Senjin Capital Pty Ltd. “Seven and I did that any US company could do, CE CEO and CIO Jamie Halse said.

With the help of Kanoko Matsuyama and Reed Stevenson.

This article was created from an automatic news agency feeding without changing the text.