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Case
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Reference no. 9B04MC67
Simplified Chinese language
Published by: Ivey Publishing
Originally published in: 2004
Version: 2004-09-30
Length: 17 pages
Data source: Field research

Abstract

This is a Simplified Chinese version. At the end of 2001, the Canadian Imperial Bank of Commerce (CIBC) and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate and offshore banking operations in the Caribbean. Some members of each board wondered whether this was the best direction to take. Would the combined company be able to deliver superior returns? Would it be possible to integrate, within budget, companies that had competed with each other in the region for decades? Would either firm be better off divesting regional operations instead? Should the two firms just continue to go-it-alone with emphasis on continual improvement? A decision needed to be made within the coming week. This case may be taught on a stand alone basis or in combination with any of the six additional Cross-Enterprise cases that deal with the various functional issues associated with the actual merger: accounting and finance - 'CIBC-Barclays: Accounting for their Merger', information systems - 'Information Systems at FirstCaribbean: Choosing a Standard Operating Environment', marketing and branding - 'FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up', human resources - 'Harmonization of Compensation and Benefits for FirstCaribbean International Bank', finance - 'FirstCaribbean Merger: The Proposed Merger', and technical note - 'Note on Banking in the Caribbean'.
Location:
Industry:
Size:
Large
Other setting(s):
2001

About

Abstract

This is a Simplified Chinese version. At the end of 2001, the Canadian Imperial Bank of Commerce (CIBC) and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate and offshore banking operations in the Caribbean. Some members of each board wondered whether this was the best direction to take. Would the combined company be able to deliver superior returns? Would it be possible to integrate, within budget, companies that had competed with each other in the region for decades? Would either firm be better off divesting regional operations instead? Should the two firms just continue to go-it-alone with emphasis on continual improvement? A decision needed to be made within the coming week. This case may be taught on a stand alone basis or in combination with any of the six additional Cross-Enterprise cases that deal with the various functional issues associated with the actual merger: accounting and finance - 'CIBC-Barclays: Accounting for their Merger', information systems - 'Information Systems at FirstCaribbean: Choosing a Standard Operating Environment', marketing and branding - 'FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up', human resources - 'Harmonization of Compensation and Benefits for FirstCaribbean International Bank', finance - 'FirstCaribbean Merger: The Proposed Merger', and technical note - 'Note on Banking in the Caribbean'.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
2001

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