Prabhu Bank Limited: The Challenges of Merging with Ailing Banks

Description

In FY2018–19, Prabhu Bank, an ‘A’ class Nepalese commercial bank, reported its operating profit of Rs1.74 billion, a significant decrease of 34 per cent from the previous year. The bank had aggressively grown through several mergers with local banks. In 2014, it merged with the problematic Kist Bank, and to everyone’s surprise, managed to recover a large amount of bad debts. In 2016, it decided again to merge with another ailing bank, which raised doubts about the health of the combined entity. The central bank of Nepal had continued to raise the paid-up capital and tighten the rules to strengthen the financial stability. Could Prabhu Bank continue to achieve its ambitious growth and profitability through such aggressive mergers?

Learning Objective

The case is intended for senior undergraduate- or graduate-level courses on mergers and acquisitions, enterprise turnaround strategy, strategic management, and strategic leadership. After completing this case, students will be able to accomplish the following: ·Analyze the competitive situation of the banking industry in emerging markets. ·Identify and assess the competitive strategies of firm before and after the merger. ·Understand the rationales and motives of mergers and acquisitions. ·Identify and assess the corporate turnaround strategies. ·Understand the importance of leadership in corporate transformation and conflict management. ·Understand the importance of ethics in the sustainability of organizations.

Keywords

Change management Conflict management corporate restructuring emerging market merger and acquisition post-acquisition integration strategic leadership turnaround strategy