Despite the wall of evidence that bank mergers add little or no value, investors and management continue to fuel the consolidation wave. This book draws on the actual experience of senior executives in over 30 banks with extensive merger experience to demonstrate how most mergers do in fact fail to meet objectives. It explores in detail the issues of strategic positioning, cost and revenue synergies, due diligence, IT selection and conversion, people selection, cultural conflict, leadership, and the decision-making time frame. It concludes that experienced and determined leadership, significant net cost savings, swift decision-making and the cost of IT integration are key variables for success. It also suggests that the prospect of more cross-border mergers and modest short-term cost savings argues for a new pact between investors and bank management.

'A much needed process study on which bank mergers world-wide have succeeded, which ones have failed, and why. Drawing on in-depth interviews, articles, and his wealth of experience as a banker and consultant, Steven Davis provides a rich analysis of the complexities of implementation. He concludes with many lessons on what to do and what not to do that should help future bankers engaged in mergers from making many of the mistakes of their predecessors. That would, indeed, be a welcome development in this industry.' - David Rogers, Professor and Chairman, Management Department, Leonard N.Stern School of Business, New York University

'At a time of enormous change in the banking industry, Steve Davis' comments on both the advantages and pitfalls involved in the current merger mania are well timed. Without being unduly negative, he points out that very few mergers are viewed favourably in the market and gives useful comments on a number of mergers that have occurred. The overall message of the book to CEOs contemplating yet another merger must be caveat emptor.' - Robin Monro-Davies, Group Chief Executive Officer, FITCH IBCA Ltd.

'Ambitious in intent, meticulous in detail and penetrating in analysis, this book moves the discussion on bank mergers up a whole notch. Anyone who is serious about creating a successful merger will benefit from it.' - Sir Brian Pitman, Chairman, Lloyds TSB Group

Autorentext
Steven I. Davis is a graduate of Amherst College and the Harvard Business School. He has spent his career in finance as a banking executive, management consultant, researcher, author and teacher.

Inhalt
The Bank Merger Paradox Strategic Positioning: The Passion for Scale and Scope Cost and Revenue Synergies: The Basis for Increasing Stockholder Value Planning the Merger: The First Hundred Days The Due Diligence Process: Safety Net or Nuisance Leadership: The Essential Ingredient Selecting and Motivating People Cultural Conflict: The Battle for Hearts and Minds IT Decisions: Everybody's Problem The Bank Merger Score Card Case Studies: Specific Lessons for the Future How Banks See The Future Our Own View: Some Guidelines For The Future