Post-Merger integration strategies and practices

Abstract

Kookmin Bank announced merger with H&CB on April 16 2001. Since then, Kookmin Bank started to design and deploy post-merger integration activities and in just five months after the deal, Kookmin Bank became to get praised of a model for South Korea and the rest of Asia. Objectice of this thesis is to provide meaningful implications from the Kookmin Bank's post-merger integration strategies and practices for the future bank mergers. For taking micro view on the case, the author conducted research with Kookmin Bank Research Center for six months. Some advantageous PMI practices were identified in this thesis, which are regarded as credits for the success of Kookmin Bank Merger. One clear business vision, focus on growth synergy, early wins programs, strong leadership and face-to-face communications could be annalyzed as contributors to its good post-merger performance. In addition, developing consolidation in a way of upgrade, relatively slow integration, and are distinguished features that provide unique intuitions to the equal merger cases.