Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 11 pages
Data source: Published sources
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https://casecent.re/p/63048
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Abstract
Deutsche Borse had made attempts to form an alliance with London Stock Exchange (LSE), the biggest stock exchange in Europe, since 1999. After a failed attempt of a merger in 2000, Werner Seifert, the CEO (Chief Executive Officer) of Deutsche Borse, has been making attempts again since late 2004, to strike a deal with LSE to reap synergistic benefits that were expected to accrue from decreased operational costs and increased profits. Although Deutsche Borse?s bid of 530p (pence) per share was rejected by LSE, Seifert came up with his next bid that offered a better deal to LSE. The case study, while highlighting the challenges faced by Deutsche Borse in its attempt to strike a deal with LSE, focuses on the strategic fit between Deutsche Borse and LSE and the synergistic advantages that are expected to accrue to the combined entity.
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Abstract
Deutsche Borse had made attempts to form an alliance with London Stock Exchange (LSE), the biggest stock exchange in Europe, since 1999. After a failed attempt of a merger in 2000, Werner Seifert, the CEO (Chief Executive Officer) of Deutsche Borse, has been making attempts again since late 2004, to strike a deal with LSE to reap synergistic benefits that were expected to accrue from decreased operational costs and increased profits. Although Deutsche Borse?s bid of 530p (pence) per share was rejected by LSE, Seifert came up with his next bid that offered a better deal to LSE. The case study, while highlighting the challenges faced by Deutsche Borse in its attempt to strike a deal with LSE, focuses on the strategic fit between Deutsche Borse and LSE and the synergistic advantages that are expected to accrue to the combined entity.