Union Planters Corporation was a 31.5 billion dollar holding company. They were the largest holding company headquartered in Tennessee and one of the largest thirty in the United States (Morgan, 6/17/2005, para. 10). Union Planters has 925 Automatic Teller Machines and 717 banking office. These banking offices are located in Alabama, Arkansas, Florida, Illinois, Indiana, Iowa, Kentucky, Louisiana, Missouri, Tennessee, and Texas (Morgan, 1/23/2004, para. 18). Before the merger, Union Planters revenues had decreased 11.86% from 2002 to 2003. Their net income also decreased by 2.3%. Union Planters ' compounded annual growth in the net income category was only .04% for both three and five years respectively (Thompson, 12/2003-5/2004). Union Planters has struggled the last few years due to their mortgage operations. If the merger had not taken place it would have struggled to reach the EPS guidance they gave a week before the merger announcement (Goldberg, Jason, 1/26/2004, para. 19). Union Planters does not have a good track record for integrating bank mergers, especially one of this size (Goldberg, Jason, 1/26/2004, para. 20). This might have been one reason why they fell into the arm of Regions. Union Planters has improved their balance sheet…
Introduction In 2003, the announcement was made of a merger between FedEx Corporation and Kinko’s, Inc. There are multiple reasons why corporate decision makers consider mergers, “the potential efficiency benefits from mergers and acquisitions include both operating and managerial efficiencies,” (Pautlar, 2003, p. 122). “These mergers and acquisitions are aimed at increasing growth, enhancing existing capabilities and developing new markets” and as a strategic consideration they can “generate cost efficiency through economies of scale, can enhance revenue through gains in market share and can even generate tax benefits,” (Saini & Singla, 2012, p. 284). In this paper, the merger between FedEx and Kinko’s is examined through an analysis of the financial ratios and environmental factors impacting them.…
Case Part B: 1. Complete a social-issues scorecard on this deal. Is this a true merger of equals? Does one…
the Eastern United States and Consolidated Rail Corporation (Conrail) then ranked as the third largest railroad in the Eastern United States, announced the intent to undergo a friendly merger…
CASE STUDY - “Daimler and Chrysler: lessons from a merger”. This case study is about the merger occurred in 1998 between two big companies in the auto industry: German company Daimler-Benz and American auto manufacturer Chrysler Group. At the end, this merger appeared to be a failure because of different types of problems. Chrysler benefited from Mercedes while benefits to Daimler were harder to find, so that Daimler decided to sell 80% of its stake in Chrysler for just 7.4 billion dollars.…
Cat Fight in the Pet Food McGraw-Hill, New York. Industry (A, B, C, D). Harvard Business School, Boston, MA. Lipin, S. (1997). 'Corporations ' Dreams Converge on One Stuart, T. and D. Collis (1991b). Cooper Industries ' corporate Idea: Its Time to do a Deal ', Wall Street Journal, February strategy. Harvard Business School, Boston, MA. 26, Al, A12. Teece, D. (1986). 'Profiting from Technological Innovation: Loderer, C. and K. Martin (1992). 'Postacquisition Performance Implications for Integration, Collaboration, Licensing and of Acquiring Firms ', Financial Management, 21(3), pp. 69-77. Public Policy ', Research Policy, 15, pp. 285-305. Lubatkin, M. (1987). 'Merger Strategies and Stockholder The Economist (1994). 'The trouble with mergers '. September Value ', Strategic Management Journal. 8, pp. 39-53. 10, pp. 13-14. Lubatkin, M. and H. M. O 'Neill (1987). 'Merger Strategies Van Maanen, J. (1979). 'Reclaiming Qualitative Methods for and Capital Market Risk ', Academy of Management Journal, Organizational Research ', Administrative Science Quarterly, 30, pp. 665-684. 24, pp. 520-526. Meyer, A. D., A. S. Tsui and C R. Hinings (1993). 'ConfigWalsh, J. P. and R. D. Kosnik (1993). 'Corporate Raiders urational Approaches to Organizational Analysis ', Academy and their Disciplinary Role in the Market for Corporate of Management Journal. 36, pp. 1175-1196. Control ', Academy of Management Journal, 36, pp. 671-700. Modigliani, F. and M. H. Miller (1958). 'The Costs of Capital, Wansley, J. W, W. R. Lane and H. C. Yang (1983). 'Abnormal Corporation Finance, and the Theory of Investment ', Returns to Acquired Firms by Type of Acquisition and American Economic Review, 48, pp.…
ex-post assessment of merger remedies adopted in 40 cleared mergers over the period 1996 to 2000 (hereafter,…
Due to sharp increase in the capital expenditure and decrease in the income, the company tried to cut down its production cost by laying off its employees, also the company was facing a stiff challenge from its competitors in the market. With all these factors the merger was not able to sustain and failed miserably.…
to discourage copyright infringement many industry experts feel that the merge was a bad idea because now, the company is…
1. The Daimler-Chrysler merger came with the intent of a huge change. When the two made the merge they had high potential with both their backgrounds which helped them become the world’s fifth largest auto company (C-41). However, it was never foreseen that Chrysler which was part of the 3/4 of U.S. auto sales would have a complete turnaround in profits within a couple years (C-41). Being a strong company based upon brands and products isn’t everything for success as shown here. The merger provided the duo with a large variety of vehicle choices to different consumers. However the downfall came when Chrysler was threatened by other competition and declining sales (C-41).…
2. Why was the merge with Dean Witter disruptive for the company? The merger was disruptive for a multitude of reasons. One being that the companies' technology was never implemented properly causing countless hours of problems which caused the company to lose much needed revenue and profit. This caused the brokers to be inadequate with the tools necessary when assisting their clients. The company's website was very marginal at best. It had several problems with functionality and maneuverability of the websites. The trade mechanism which allowed the purchasing and…
This merger was primarily a horizontal integration (waste and communication divisions are some examples) as most of the revenues would be derived from businesses that were competing in the same industry. There was in part a vertical integration for other divisions (for example water, energy and construction) as they were not working in the same industry level but could…
Although successful mergers are said to be infrequent and rare (Weber 2003, Harrison 2007), the merger of these two rail corporations is undoubtedly a triumph. It can be directly seen from the gradually increased profit performance of MTR after the merger (MTRCL 2013).The success can be accounted by both macro and micro level, which are respectively the strategy and the culture of the company.…
Merger of Metrobank & Globalbank Table of Contents History of Global Business Bank.............................................................................................................. 2 History of Metropolitan Bank & Trust Corp............................................................................................. 3 History at the time of the Merger.............................................................................................................. 4 Reasons for Merger ................................................................................................................................... 6 Financial Statements before the Acquisition .......................................................................................... 7 Board of Directors .................................................................................................................................... 22 Approval by BSP ...................................................................................................................................... 25 Ranking Before & After the Acquisition ................................................................................................. 26 Current Status of the Surviving Bank .................................................................................................... 27 Major Financial Highlights: ...................................................................................................................... 28…
And this is what exactly happened after the merger. The company also made it clear that it did not have solutions to every problem; so those who had major problems adjusting to the post-merger situation were given time to move on.…