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Consolidation is needed to help the economy because there are too many banks, argues the author, a longtime bank investor. Many parties benefit from deals, and any return for the seller is better than producing poor results or being seized by regulators.
August 9 -
Buyers, sellers and shareholders rarely profit from bank acquisitions, the author argues. There are too many things that have to go right in the pricing and integration, and there is too much that can go wrong.
August 8 -
Stifel CEO Ronald Kruszewski and KBW CEO Thomas Michaud discuss how the two investment banks complement each other and give their outlook on bank M&A.
November 9
Stifel Financial had wanted a bigger piece of the bank M&A pie.
A much, much bigger piece is what it got.
In November,
In our semiannual ranking of M&A advisors, based on the disclosed values of deals announced in the first half of 2013, Stifel was the top advisor in four of six U.S. geographic regions, according to data from Dealogic.
To borrow the lingo of dealmakers themselves, has the merger resulted in a scenario where one plus one equals three?
They may not be at three just yet, but "together, we are equaling more than two," says
Michaud, along with Victor Nesi, co-director of the institutional group at Stifel, say the key to the combined firm's early success is the pairing of its comprehension of the market.
"Together, we have a deeper and better knowledge of the industry across the country," Nesi says. "And we're taking the benefits of that scale to advise our clients."
Several of Stifel's competitors in the space say the companies were formidable opponents on their own and saluted their performance on the league tables now. Most, however, say it is too early to determine whether Stifel has achieved lasting dominance.
Right now the company is benefiting from the combination of deals that the two firms individually had in their pipelines, say rivals, none of whom were willing to be named on the record. The real measure of the deal's success will be a year or two from now when contracts expire, they say. At that point, employees who left during the merger perhaps will have landed elsewhere and succeeded in bringing clients with them, while retained employees may have decide to go elsewhere.
Some smaller competitors say they had expected the firm to focus more on larger transactions those involving banks with $5 billion to $10 billion in assets and leave the micro space to them. But KBW's role in advising banks like the $221 million-asset Four Corners Community Bank in Farmington,N.M., on
"We think there are economic benefits to being $5 billion to $10 billion but that doesn't mean we aren't going to do smaller deals," Michaud says. "We are as active as we've ever been" in advising small community banks.
But the firm's success so far this year has come mainly from larger transactions. Michaud says that as of July, the company has been involved in seven of the 10 largest deals reached year-to-date. "A 70 percent market share is rewarding," he says.
This article is from the upcoming September edition of American Banker Magazine.