TAILIEUCHUNG - Ebook Mergers and acquisitions in banking and finance: Part 1
Part 1 book “Mergers and acquisitions in banking and finance” has contents: Global financial services reconfiguration, the global financial services M&A deal flow, why financial services mergers, managing financial services mergers and acquisitions. | MERGERS AND ACQUISITIONS IN BANKING AND FINANCE This page intentionally left blank MERGERS AND ACQUISITIONS IN BANKING AND FINANCE What Works, What Fails, and Why Ingo Walter 1 2004 1 Oxford New York Auckland Bangkok Buenos Aires Cape Town Chennai Dar es Salaam Delhi Hong Kong Istanbul Karachi Kolkata Kuala Lumpur Madrid Melbourne Mexico City Mumbai Nairobi Sa˜o Paulo Shanghai Taipei Tokyo Toronto Copyright 2004 by Oxford University Press, Inc. Published by Oxford University Press, Inc. 198 Madison Avenue, New York, New York 10016 Oxford is a registered trademark of Oxford University Press All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Walter, Ingo. Mergers and acquisitions in banking and finance : what works, what fails, and why / by Ingo Walter. p. cm. ISBN 0-19-515900-4 1. Bank mergers. 2. Financial institutions—Mergers. I. Title. 2004 '068'1—dc22 2003015483 9 8 7 6 5 4 3 2 1 Printed in the United States of America on acid-free paper Preface On April 6, 1998, the creation of Citigroup through the combination of Citicorp and Travelers Inc. was announced to the general applause of analysts and financial pundits. The “merger of equals” created the world’s largest financial services firm—largest in market value, product range, and geographic scope. Management claimed that strict attention to the use of capital and rigorous control of costs (a Travelers specialty) could be combined with Citicorp’s uniquely global footprint and retail banking franchise to produce uncommonly good revenue and cost synergies. In the four years that followed, through the postmerger Sturm und Drang and a succession of further acquisitions, Citigroup seemed to outperform its rivals in both
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