Published by:
Indiana University
Length: 10 pages
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Abstract
Many decry the preponderance of merger failures and conclude that mergers and acquisitions are failed strategies. However, analysis of the causes of failure is often shallow and the measures of success weak. Focuses on what makes a merger successful and the appropriate manner of evaluating merger success. Extensive field research of the merger of JP Morgan and Chase Manhattan Bank in 2000 illustrates the drivers of merger success and how to improve and value the contributions of mergers.
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Abstract
Many decry the preponderance of merger failures and conclude that mergers and acquisitions are failed strategies. However, analysis of the causes of failure is often shallow and the measures of success weak. Focuses on what makes a merger successful and the appropriate manner of evaluating merger success. Extensive field research of the merger of JP Morgan and Chase Manhattan Bank in 2000 illustrates the drivers of merger success and how to improve and value the contributions of mergers.