Bank Mergers by Steven I. Davis

By Steven I. Davis

Why do banks around the globe proceed to merge and traders proceed to inspire such mergers whilst the gigantic physique of educational examine demonstrates that mergers both upload no price or really lessen stockholder worth? A former banker and present advisor to banks within the US and Europe, Mr. Davis addresses this factor via a sequence of in-depth interviews with senior executives from over 30 banks with large merger event, in addition to over a dozen banking analysts and experts. Key concerns resembling the facility to accomplish major expense and profit synergies, due diligence, humans choice, IT integration, cultural clash, management and velocity of decision-making are all tested intimately. whereas the interviewees virtually unanimously expect an acceleration of the present merger pattern, the ebook concludes with an exam of choices to this consensus. It offers suggestions for the longer term in focussing at the value of considerable rate discount rates, enterprise and skilled management, effective IT integration and speedy determination making. ultimately it means that the deliberate explosion of pass border mergers calls for a revision of the outdated merger version in accordance with significant brief time period expense reductions.

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It took six months to announce the members of the Management Board. It took another six for the second tier of management. Compromises were made with constituencies outside the bank which split the management and stalled the decision-making process. Stefan Ermisch, Senior Vice President of Hypo Vereinsbank, describes the dilemma: You must make quick decisions ± right or wrong. When you bring two cultures together, with lots of people in new jobs, with new bosses and new surroundings, people naturally want to discuss things.

2 Mark Garvin of Chase summarises his own conclusions: In a merger, implementation precedes optimisation. It's easy to forget that the goal is to get to the finish line. As professionals you are all striving for perfection and want to get it right. The temptation is to try to optimise as you go along. But you don't have time to get it all right because of the pressure to execute the merger. So you go with what you have. Action takes priority over thought, and this means you come back later to tidy things up.

In the corporate sector, when two major corporate banks merge in the same market, a certain loss is inevitable as large corporate clients insist on a minimum level of diversification of their banking relationships. Many of the banks reviewed, such as UBS and Deutsche Bank, have incorporated this estimated loss in their forecast of net merger benefits. In Europe, the issue of brand loyalty adds an extra dimension to the revenue loss equation. In Austria, the UK, Portugal and Spain, for example, banks have consciously retained existing brands ± and the costs that go with them ± so as to retain the maximum potential revenue base.

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