1. Bank - Mergers and Acquisitions
Report Details:
Published:September 2012
No. of Pages: 67
Price: Single User License – US$3800
•The report illustrates and evaluates issues including the estimated and actual synergies achieved
via mergers and acquisitions in the global banking industry
•The report also looks at the areas of unsuccessful mergers and acquisitions which not only
destroys the management's reputations but also puts the merged entity into a difficult situation
•This report also combines the insights of in-depth interviews with both M&A bankers and industry
specialists, as well as the lessons from the case studies of M&A success and unique
achievement
Executive summary
As the global bank merger trend accelerates, it becomes increasingly important to evaluate issues
including the estimated and actual synergies achieved, the critical success factors in achieving
these results and the outlook for mergers and acquisitions (M&A), both in the context of the global
financial crisis and the long-term future. As banks become more experienced in M&As, they are
devoting more professional resources to these critical functions, demanding ownership of the
planned synergies, ensuring that a single chief executive officer (CEO) – not a federal leadership –
executes the merger, and publishing the outcome of their planned synergies. Clear improvements
have been made in the target selection process, planning the merger, and post-merger integration.
More complex deals, such as cross-border acquisitions, have been successfully executed and
now account for over half of total bank M&A transactions.
Scope
•The report provides historical profiles of bank M&As and overall trends
•It includes examples in the form of case studies of M&A success and innovation in the banking
industry
•The report also discusses the model used to evaluate M&A opportunities and its evolution
•It also deals with M&A planning structure, issues and efficacy of culture and impact on due
diligence process
•A portion of the report also examines some of the key developments in the mergers and
acquisition process, and the contribution made by the private equity industry
Key highlights

2. •The global financial crisis had an adverse impact on the pattern of M&As in the banking sector.
Banks collapsed and governments have been compelled to provide financial stimulus to ensure
stability.
•On account of the financial crisis, most of the largest deals are based on state bail-outs, capital
injections, loan guarantees and nationalizations.
•M&As in the UK banking industry took a severe hit in 2012 on account of financial instability
across Europe. M&As declined by around 63% in the first-quarter of 2012, to reach EUR3 billion
(GBP2.4 billion), as compared with the same period last year.
•European banking M&As declined by 68% from EUR5.9 billion in the first-quarter of 2011 to reach
EUR1.9 billion in the first-quarter of 2012.
•Out of around 7,500 banks, which exist in the US, only 168 banking M&As deals were announced
in 2011.
Reasons to buy
•Gain insight into the various strategies adopted for mergers and acquisitions
•Gain insight into the actual strategies employed by successful practitioners in identifying,
preparing and executing bank M&As via various case studies
•The report throws light on one of the most complex merger tasks – the integration of IT systems
in bank mergers and the challenges faced
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Major points covered in Table of Contents of this report include
Table Of Contents
1 Executive Summary
2 Introduction
3 The Drivers of Bank M&As
4 Historical Profile of Bank M&As
4.1 Overall Trends
5 The Merger Valuation Model
5.1 The Evolution of the Model: From ‘Strategic Positioning’ to Shareholder Value
5.2 Applying the Valuation Model
5.2.1 Cost and revenue synergies
5.2.2 Synergy validation
5.2.3 Value transfer
5.3 Tracking Actual M&A Results
5.3.1 Academic studies of bank mergers

3. 6 Planning and Executing the Merger/Acquisition
6.1 Planning the M&A
6.1.1 The M&A planning structure
6.1.2 Refining and strengthening the selection process
6.1.3 The issue of efficiency versus culture
6.1.4 The impact of merger experience on the due diligence process
6.2 Post-Merger Integration (PMI)
6.2.1 Coordination and ownership of the merger synergies
6.2.2 The role of private equity in the merger process
6.2.3 Sustaining the merger momentum
6.2.4 The issue of unfriendly takeovers
7 Leadership, People Selection and Culture
7.1 Leadership: Still Central to M&A Success
7.1.1 Selecting and motivating the right people
7.1.2 Culture: the battle for hearts and minds
7.1.3 The generic solutions to cultural change
7.2 Strong Leadership
8 Managing IT Systems
8.1 Why is This – The Case?
8.2 The Views of IT Specialists, Consultants and Senior Bankers
8.3 The New Challenges in IT Systems
8.3.1 Merging two IT systems into one
8.3.2 The advent of outsourcing and offshoring
9 Case studies of M&A success and innovation
9.1 The Break-Up of ABN AMRO: A Case Study With Fundamental Implications For Bank M&As
9.1.1 Business profile and background
9.1.2 Events in 2007
9.1.3 The RBS consortium’s acquisition plan
9.1.4 Evaluation and outlook
9.2 BAWAG PSK: A Key Bank Acquisition by Private Equity
9.3 DnB NOR: A Successful Domestic Roll-out Strategy Creates a Dominant National Champion
9.3.1 Business profile
9.3.2 Merger strategy and execution
9.3.3 Evaluation and outlook
9.4 Erste bank: A Successful Acquirer in Central and Eastern Europe Pauses to Integrate its
Operating Model
9.4.1 Business profile
9.4.2 Merger strategy and execution

4. 9.4.3 Evaluation and outlook
9.5 GE money: The Largest Non-US Consumer Finance Company Targets Annual Growth and
ROE Exceeding 20%
9.5.1 Business profile
9.5.2 Merger strategy and execution
9.5.3 Evaluation and outlook
9.6 HSBC: The World’s Largest Financial Institution Focuses on Growth Markets With
Interconnectivity to Developed Markets
9.6.1 Merger strategy and execution
9.6.2 Evaluation and outlook
9.7 JPMorgan Chase: 2004 Merger Creates Formidable Franchise With Broad Diversification and
Disciplined Management
9.7.1 Business profile
9.7.2 Merger strategy and execution
9.7.3 Evaluation and outlook
9.8 The Santander Group: An Opportunistic and Successful Cross-Border Acquirer
9.8.1 Business profile
9.8.2 Merger strategy and execution
9.8.3 The Abbey acquisition
9.8.4 Participation in RBS syndicate
9.8.5 Evaluation and outlook
9.9 Standard Chartered Bank: M&A Supports a Timely Shift Back to its Emerging Market Roots
9.9.1 Business profile
9.9.2 Merger strategy and execution
9.9.3 Evaluation and outlook
9.1 UniCrediT: Italy’s Second-largest Bank Creates a Successful Multi-national Group by a
Disciplined Approach to Domestic and Cross-border Acquisitions
9.10.1 Business profile
9.10.2 Merger strategy and execution
9.10.3 Evaluation and outlook
9.11 ICICI Bank Ltd: India’s Largest Private Industry Bank’s Merger With Bank of Rajasthan
9.11.1 Business profile
9.11.2 Merger strategy and execution
9.11.3 Evaluation and outlook
9.12 Bank of America’s Acquisition of Merril Lynch – A Historical Event in the Realm of Financial
Crisis
9.12.1 Business profile
9.12.2 Merger strategy and execution
9.12.3 Evaluation and outlook
9.13 Caja Madrid, Bancaja merger forms Spain's biggest bank
9.13.1 Business profile
9.13.2 Merger strategy and execution

5. 9.13.3 Evaluation and outlook
10 The Future of Bank M&As
10.1 Introduction
10.2 Divergent Trends in Bank Regulation
10.3 The Future Role of Private Equity
10.4 The Linked Issues of Size and Complexity
10.5 Leadership: The Missing Link
10.6 Managing a Portfolio of Different Businesses: The Issues of Diversity and Value-added
10.7 The Reality of IT Cost Savings in Cross-border Banking
10.8 Management’s Dilemma: Reconciling Investor Demands With the Valuation Model
11 Appendix
11.1 List of Interviews
11.1.1 Banks
11.1.2 Analysts, regulators and consultants
11.2 Disclaimer
List Of Tables
Table 1: Top-20 Largest Banking Deals in 2008 Excluding Nationalization and State Bail-Outs
Table 2: Key Banking Deals by Deal Value: 19992011
Table 3: Key Technology Contract wins and Fin-Tech M&As
Table 4: Anticipated Returns to Buyers of ABN AMRO Businesses
Table 5: Mergers by ICICI Bank Ltd in India
List Of Figures
Figure 1 Most Common Challenges Affecting Synergy Realization
Figure 2: Sample Task Force Structure for Key Bank Integration
Figure 3: Sample integration planning structure
Figure 4: Past and Present Approach to Bank Merger Integration
Figure 5: M&A activity which created DnB NOR
Figure 6: New Erste Bank Structure
Figure 7: Shaping HSBC’s Business – A Summary
Figure 8: Net Income by Line of Business at JPMorgan Chase in 2007
Figure 9: Track Record of Santander Cost Base Reduction
Figure 10: Potential size of income pools available to Standard Chartered
Figure 11: UniCredit’s trade-offs between centralization and the multi-local model
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