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Driving Banks' Value Through M&A

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Driving Banks' Value Through M&A Financial Services INSIGHT Driving Banks’ Value Through M&A Strategic Mergers and Acquisitions are Reshaping European Banking M&A activity in the financial services industry has increased significantly over the last few years. The crisis in the financial markets is now providing additional momentum for M&A activity, with a number of very sizeable institutions suddenly up for sale. Whether their goal is to simply acquire a competitor at a low price, to enter new growth markets, to consolidate mature markets at the national or European level or to restructure the value chain, more and more banks are considering M&A as a normal strategic instrument. But with some studies putting the failure rate of mergers and acquisitions as high as 50%, how can banks manage post-merger integration successfully to realize true growth in value? In recent years, mega-deals have helped to reshape the banking UniCredit now has the strongest position in CEE. Through its landscape, catapulting some banks to the very top of the global acquisition of HypoVereinsbank, the bank added the sizable league table in terms of market capitalization. UniCredit is a portfolio of Bank Austria subsidiaries in the East to its own perfect example. In the 2001 FT 500, the bank ranked 29th Eastern Europe portfolio. among European financial services firms in terms of market capitalization. Two landmark acquisitions (HVB/Bank Austria Similarly, several less prominent banks with small home markets and Capitalia), together with several medium-sized and smaller have managed to build a respectable presence in CEE, including acquisitions as well as a strong presence in Eastern Europe, Raiffeisen International and Erste Bank from Austria as well as propelled UniCredit to #4 in 2007. At the opposite end of the KBC from Belgium. Erste Bank, for example, has developed spectrum, banks such as Deutsche Bank, UBS, Credit Suisse from a small national institution with a market capitalization of and Lloyds TSB, which have been less active in M&A, only €2.3 billion at the beginning of 2001 into one of the biggest stagnated or even shrank in terms of market value. players in the Eastern European market, increasing its market capitalization to a peak of €20 billion in 2008 (before the Arthur D. Little’s analysis of European banks in the FT500 collapse of the financial markets). index shows a strong correlation between M&A activity and growth in market capitalization (see figure 1). Consolidating mature markets Consolidation has been a recurring theme in some European A closer look at the nature of the deals in the banking sector countries, e. g. with UniCredit/Capitalia and Intesa/San Paolo reveals three main drivers: geographic expansion into growth in Italy or Crédit Agricole/Crédit Lyonnais in France. In Germany, markets in Central and Eastern Europe, consolidation in where the market is fragmented due to the traditional three-tier mature markets, and restructuring of the value chain. banking system, consolidation mergers have been expected for many years. But even taking into account the acquisition Geographic expansion: going East of Dresdner Bank by rival Commerzbank, the need for further As a result of the banking industry privatization in Central and consolidation (e.g. Postbank, Landesbanken) is undisputed. Eastern Europe (CEE), the region has been a boom market over Further consolidation has taken place cross-border, including: the last ten years. A number of Western European banks have Santander/Abbey National, UniCredit/HVB, BNP Paribas/BNL, seized this unique opportunity and built a presence in several Crédit Mutuel/Citibank Germany, and the acquisition of ABN countries in the region via acquisition. Amro by a consortium of Royal Bank of Scotland, Santander and Fortis. Financial Services INSIGHT Figure 1. Financial Institutions represent an excerpt from the FT500 2008 (based on market capitalization) CAGR MarketCap 1/2001-3/2008 Erste Bank 35% Bank Pekao KBC Group Unicredit Standard National Bank Chartered Banco Popular of Greece Banco Santander 20% Español Société Intesa 15% General Dexia BNP Paribas Sanpaolo Nordea Danske HBOS 10% BBVA Bank HSBC Fortis Commerzbank 5% Credit Deutsche RBS Suisse Bank 0% Barclays UBS 50% 100% 150% 200% 250% 450% -5% Volume of Acquisitions 1/2001-6/2008 Lloyds in comparison to MarketCap 2001 TSB Source: Arthur D. Little analysis, Thomson One Banker, Financial Times MarketCap 1/2001 MarketCap 3/2008 In consolidation mergers, cost synergies are typically the main Getting down to business driver but revenue synergies are usually required on top to Whatever the strategic goal driving an acquisition, a successful justify the price paid for acquisitions. Integrating large parts of deal by no means guarantees a successful integration. Various the organizations, aligning processes, streamlining distribution studies put the failure rate of mergers and acquisitions at 50% networks and product portfolios, and, above all, migrating to or even higher. Soft factors, such as cultural differences or lack one common IT platform are among the many challenges of communication, are frequently quoted among the primary faced by the merging banks. reasons for failure. While these factors do have a significant impact, much more is required to turn a merger into a real Restructuring the value chain success story. To master the challenges of the “merger In recent years, many financial institutions have (re-)focused decathlon” (see figure 2), organizations and individuals on their core competences. As a result, those parts of the have to excel in a broad range of disciplines. value chain that are no longer considered a core competence are being spun off and eventually sold. This has been the That any merger should follow a clear strategy may sound case with the transaction units of many banks. In Germany, trivial. But to many merging companies, synergy targets several Landesbanken, DZ Bank and WGZ Bank, as well are much easier to define than a compelling strategic logic. as the savings banks have spun off their transaction banking This may be one of the reasons why the German Landesbanken units which, after a series of mergers, have become dwpbank find it so difficult to agree on a common consolidation path. – now serving savings banks, the cooperative banks and several others. Another series of mergers has brought Picking the right deal involves two distinct steps: identifying about Equens in the Netherlands, serving banks including the best target and performing a thorough due diligence. Citigroup, ING Bank, DZ Bank and Fortis. This includes assessing strategic and cultural fit, verifying intrinsic value and the potential for value creation, and fully Similarly, many banks have decided to focus on distributing understanding the risks involved. The risk dimension is often asset management products through their established channels particularly challenging for banks ranging from credit and to their proprietary customer base and to leave the “production” valuation risks to IT-related risks as well as the risk of losing to specialist asset managers. Again, scale benefits drive the large clients or key employees with critical know-how. consolidation. Specialist subsidiaries of Crédit Agricole/Banca Intesa and UBS/Hana Bank (South Korea), for example, have It is increasingly common for acquirers to leverage the merged to take full advantage of joint operations. A comparable pre-closing period to develop the high-level organization consideration also played a role in the takeover of ABN Amro. and governance structure, prepare the integration program and validate synergy assumptions. 2 Driving Banks’ Value Through M&A Financial Services INSIGHT Figure 2. Challenges of the merger decathlon 10 Address the cultural differences the 9 Communicate! f o 8 es cathlon Capture synergies in the bottom line e D 7 Keep your eyes on the ball leng 10 l ger 6 Cha er Invest your best resources M 5 Take critical governance decisions upfront 4 Adapt integration approach and speed 3 Leverage the pre-closing period 2 Pick the right deal 1 Follow a clear strategy Because no two mergers are exactly alike, it is necessary It may be common sense but cannot be repeated often enough: to adapt the integration approach and speed to the communicate! Managers and staff, customers, suppliers specific situation. In the merger of two German Landesbanken, and service providers, shareholders and regulators – all have for example, one of the guiding principles defined by the Board questions and worries about how they will be affected by the at the outset was “integration before optimization”. The idea merger. In addition to one-way information, personal meetings was to postpone optimization initiatives in order to speed up and other two-way channels are an indispensable means of the integration and avoid disruption to ongoing operations. understanding the mood of stakeholders and giving them a sense of involvement. Lack of communication can put In banking mergers, taking critical decisions upfront includes the entire merger at risk. choosing the future IT platform, in addition to taking the key decisions necessary for all successful mergers: announcing the Finally, in banking organizations, which rely so heavily on high-level organization structure, determining the desired degree smooth interaction and cooperation, addressing the cultural of integration and nominating the top management team. differences is paramount to avoiding disruption to service, maintaining effective risk management and capturing In any efficient organization, it is difficult to invest your best synergies from cross-selling. resources in a project that is not contributing directly to the business. But managers who have led major integration projects Looking ahead: M&A is here to stay agree that this is perhaps the most important requirement for merger success. Having said that, it is equally important to keep The banking industry is far less consolidated than many other your eyes on the ball, i.e. to ensure that business development, industries.
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