Product details

This is the second of a two-case series (309-070-1 and 309-071-1). This case focuses on the 6 months preceding closing and the first 100 days following the merger of The Bank of New York and Mellon Financial in July 2007. At the time, it was the largest merger in the asset servicing business, and the companies also conducted asset management and other banking activities. This case provides a brief background of both companies leading up to the merger. Most of the case focuses on the integration approach used by the two banks, including: (1) the goals of the merger; (2) the organisation developed (including integration committees); (3) post-merger integration planning actions; (4) the use of advisors; and (5) the events leading up to and immediately following the closing. The case was written with the support of The Bank of New York Mellon, including interviews with the CEO and over 20 senior managers involved with the deal. The case was designed for use in a post-graduate MBA or MSc course on mergers and acquisitions and has also been used in executive education courses. There is a related case available that shows why the deal took place and the events leading up to the announcement of the merger in December 2006.