With their announcement of 8 December 1997, their proposed merger, leaders of the Union Bank of Switzerland and Swiss Bank Corporation shall prepare a plan for the integration of the two companies. This case is presented to the press release announcement and is the reaction of investors and journalists. The case also provides a basis for the establishment of post-merger integration strategy and summarizes the integration of the managers. Problems for students include: 1. Evaluation of public relations of the transaction. Public announcement launches integration efforts and sets the tone, which can help or hinder the subsequent combination. 2. Poll integration planning. Leaders of the two firms have been striving to integrate a detailed plan in place to complete the transaction - this is consistent with current thinking on the desirability of avoiding the slow integration. Thus, the case is an illustration of the kinds of questions that need to be resolved quickly. 3. Describe and evaluate strategies for the integration of new businesses. The point overlooks the integration of planning between the announcement date and the completion of the merger and the approaches to the various business units. The student should consider the impact of policy issues, including the balance of autonomy compared with the absorption of kinship, as compared to the control consultation (as described in this case.) (A) describes the case in a series of proposed terms of mergers and invites students to appreciate the benefits of the transaction and evaluate strategic motives. (C) summarizes the case of efforts to integrate and economic outcome for five years after the completion of the transaction. It is recommended that the instructor to distribute (A) refers to the pre-training students and hold the button (B) and (C) cases for discussion after (A) case. "Hide
by Robert F. Bruner Source: Darden School of Business 20 pages. Publication Date: November 11, 2003. Prod. #: UV2517-PDF-ENG
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