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  • Reasons and Afteraffects of M&A

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    In this report we will focus on reason for mergers and acquisitions and their after-affects. One of the most common argume nts for m&a is the belief that "synergies" exist, allowing the two companies to work more efficiently together. Synergies may result from the firms' combined ability to exploit economie s of scale, eliminate duplicated functions, share managerial expertise, and rais e larger amounts of capital.

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    Reasons and afteraffects of M&A

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    In this report we will focus on reason for mergers and acquisitions and their after-affects. One of the most common argume nts for m&a is the belief that "synergies" exist, allowing the two companies to work more efficiently together. Synergies may result from the firms' combined ability to exploit economie s of scale, eliminate duplicated functions, share managerial expertise, and rais e larger amounts of capital.

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    14 views1 page

    Reasons and Afteraffects of M&A

    Uploaded by

    ather27
    In this report we will focus on reason for mergers and acquisitions and their after-affects. One of the most common argume nts for m&a is the belief that "synergies" exist, allowing the two companies to work more efficiently together. Synergies may result from the firms' combined ability to exploit economie s of scale, eliminate duplicated functions, share managerial expertise, and rais e larger amounts of capital.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    Reasons and after-affects of Mergers & Acquisitions

    Mergers and acquisitions are happening in every economy, especially in banking s


    ector. In this report we will focus on reason for M&A and their after affects an
    d why do firms carry out mergers and acquisitions. One of the most common argume
    nts for mergers and acquisitions is the belief that "synergies" exist, allowing
    the two companies to work more efficiently together than either would separately
    . Such synergies may result from the firms' combined ability to exploit economie
    s of scale, eliminate duplicated functions, share managerial expertise, and rais
    e larger amounts of capital.
    For data collection we will interview employees of these firms and ask both stru
    ctured and unstructured questions, we will also review some literature so we wil
    l collect both primary and secondary data.
    Some recent mergers and acquisition:
    RBS acquired ABN-AMBRO
    HABIB merged with METROPOLITAN
    Group Members:
    Usman Ghayas BB-06-14
    Ather Sadeed BB-06-19
    Nouman Ali BB-06-46
    Romail Howell BB-06-67

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