The Bank Merger Score Card

Steven I. Davis

Chapter 10 in Bank Mergers, 2000, pp 93-100 from Palgrave Macmillan

Abstract: Abstract What is the bottom line from this in-depth analysis of over 30 specific bank mergers? Can we generalise on the extent to which they have achieved their objectives, whether strategic positioning or specific cost targets? At a minimum, if we accept the academic conclusion that most mergers do not add measurable value, can we prioritise and segment the reasons why they do not?

Keywords: Stock Price; Banking Crisis; Bank Merger; Merger Process; Lose Market Share (search for similar items in EconPapers)
Date: 2000
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DOI: 10.1057/9780230509399_10

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