Abstract
After a string of successful Louisiana bank acquisitions that accompanied a dramatic turnaround, New Orleans-based Hibernia Bank moved into Texas with the acquisition of Texarkana National Bank (TNB). The mismatch of markets, products, and strategies between parent and target, exacerbated by geographic distance, caused major market-share losses and internal upheaval at TNB. John Ulmer, sent to manage the turnaround, is informed by top managers the day he arrives that he does not have their support. This case helps students (1) understand the role of consolidation in the changing financial-services sector, (2) learn how one company manages the post-merger-integration (PMI) process, and (3) plan their own PMI process under turnaround conditions.
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