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Case Study

PricewaterhouseCoopers merger (A)

By Piero Morosini and Ulrich Steger

11 pages

December 2000

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Reference: IMD-3-0948

On September 18, 1997 Price Waterhouse (PW) and Coppers & Lybrand announced their plans to merge. This merger created the world’s largest professional services firm, with US $11.8 billion in revenues and 130,000 employees in over 150 countries. Observers predicted the inevitability of a conflict of interest between the two merging companies. This case discusses the challenges faced by the two companies in concluding a successful merger, as well as the reaction by the market, competitors, and general public.

Keywords

Mergers and Acquisitions, Professional Services, Consultancy, Management Consulting, Accounting, Accountancy, Integration

Settings

World/global
1997

Type

Published Sources

Available Languages

English

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This case study is part of a series

PricewaterhouseCoopers merger (A)
PricewaterhouseCoopers merger (B)

This case study is part of a series

PricewaterhouseCoopers merger (A)
PricewaterhouseCoopers merger (B)

PricewaterhouseCoopers merger (A)

By Piero Morosini and Ulrich Steger
Case reference: IMD-3-0948 ©2000

Summary

On September 18, 1997 Price Waterhouse (PW) and Coppers & Lybrand announced their plans to merge. This merger created the world's largest professio...

Reference IMD-3-0948

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

PricewaterhouseCoopers merger (B)

By Piero Morosini and Ulrich Steger
Case reference: IMD-3-0949 ©2000

Summary

Following the merger, a Post-Merger Integration (PMI) Committee handled the practicalities of the newly formed PriceWaterhouseCoopers (PWC). The co...

Reference IMD-3-0949

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

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