Focus on M&A can carry risks for banks
Advisory banking and corporate finance are low-risk businesses to gravitate towards. The snag is that the potential profits also look small
Move to simplify group’s structure will create a new entity that will list on New York Stock Exchange, with a secondary listing somewhere in Europe
New bank to hold troubled loans of about €12bn
German group takes 10% stake in UK wholesaler
Power station offer set to trump Chelsea FC’s
Pioneer hedge fund manager has three potential suitors
An interactive guide to this quarter’s global mergers and acquisitions activity and the deals and dealmakers involved
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Advisory banking and corporate finance are low-risk businesses to gravitate towards. The snag is that the potential profits also look small
Indiscriminate sell-off has left valuations low and opened the door to opportunists to buy and US groups to deploy overseas cash tax efficiently
The fund management industry is supposed to be due for consolidation, but 2011’s high M&A deal failure rate looks set to continue
Low deal volumes and the collapse of a number of big tie-ups are raising the question of whether the retreat is structural. By Anousha Sakoui.
While the flow of leaked activity has been chocked off, the FSA has been reluctant to release its stats, which may have unintended consequences
Cecil John Rhodes himself might be proud of the the ambitions of Mick Davis, Xstrata chief executive, writes Sylvia Pfeifer
Consolidating mining and trading bodes ill for consumers. The analogy in the oil market would be a Saudi Arabia producing three times more crude than it already does
The number of deals done last year might have been higher than for 2010 as a whole but it was a worse year than dealmakers expected
The Spanish bank, which has won over UK sceptics since it acquired Abbey National at the end of 2004, now wants to make a bigger mark in corporate banking
Given the problems since Tata acquired Corus for $13.1bn just over three years ago, opinion is divided on whether the deal will ever deliver the benefits expected from it
Nippon Sheet Glass’s takeover of Pilkington in 2006 may have been friendly, but integrating the groups has been far from easy
The Somerdale debacle is an unwelcome sideshow to Kraft’s takeover of Cadbury, which remains a deal with strategic sense and a clear operational overlap
Three years on, JT’s gambit appears to be paying off, and has delivered more than $400m in cost savings and other synergies
The most successful deals, bankers say, are those where the strategy is clear, allowing the acquirer to realise synergies and recover the premium it paid to buy the business