By Ingo Walter
Explaining the present knowing of the way the is being reconfigured through mergers and acquisitions, Walter (applied monetary economics, big apple U.) considers such issues because the underlying drivers of the mergers and acquisitions technique itself, authentic facts as to if the elemental monetary recommendations and strategic precepts used to justify mergers and acquisitions are right, and the efficacy of merger implementation.
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Additional info for Mergers and Acquisitions in Banking and Finance: What Works, What Fails, and Why
Despite clear warnings that past performance is no assurance of future results, a rise in the performance rankings often brings in a ﬂood of new investments and management company revenues. The individual asset manager is compensated commensurately and sometimes moves on to manage larger and more prestigious funds. Conversely, serious performance slippage causes investors to withdraw funds, taking with them a good part of the manager’s bonus and maybe his or her job, given that the mutual fund company’s revenues are vitally dependent on new investments and total assets under management.
Finally, there is the level of service. While some of the tales of personal services provided for private banking clients are undoubtedly apocryphal, the “fringe beneﬁts” offered to high-net-worth clients may well inﬂuence the choice of and loyalty to a particular ﬁnancial institution. Such beneﬁts may save time, reduce anxiety, increase efﬁciency, or make the wealth management process more convenient. Personal service is a way for asset managers to show their full commitment to clients accustomed to high levels of personal service in their daily lives.
Mergers and Acquisitions in Banking and Finance: What Works, What Fails, and Why by Ingo Walter