...IRAC Brief: JP Morgan Chase Settles the London Whale This is a case study analysis of a current legal case regarding the governance principles of regulatory compliance and the methods used to manage risk arising. The briefing of this case will utilize the IRAC method of case analysis to give a breakdown on the case of JP Morgan Chase on regulatory violations and risk management. The IRAC method will address I - Issue, R - Rule, A - Analysis, and C - Conclusion which will provide a researched assessment of the trading loss violations on this case. Please read and review this analysis of the case utilizing IRAC method of case analysis. Issue JP Morgan Chase permitted traders in its London office to allocate magnified values to transactions and cover up huge losses as they continued to explode. Two traders could face criminal charges for fabricating records to cover up losses. JP Morgan’s charge to the $6 billion oversight in trading loss is the first for a main company since the Securities and Exchange Commission revised its practice of letting firms pay fines without admitting fault. An admission by JPMorgan could provide a pattern for pursuing other admissions in Wall Street cases. The Justice Department is aggressive in getting JPMorgan to admit that from 2005 to 2007, it sold mortgage securities to investors without fully warning of the risks. By wanting the bank to admit some responsibility, officials hope it will caution other corporations to double check before taking...
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...FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION MNEs, JVs, and M&As Osho Aquila Adeolu Student number: 2302887 Mergers and Acquisitions, Case Study: JP Morgan Chase &Co Oulu Business School 2013 1 Table of Contents 1 INTRODUCTION ............................................................................................................................... 2 2 HISTORY AND THE M&A PROCESS ............................................................................................. 3 2.1 History .......................................................................................................................................... 3 2.2 The M&A process ......................................................................................................................... 3 3 MOTIVES OF M&A ........................................................................................................................... 5 3.1 Challenges and human side during the merger process ................................................................ 6 3.2 Strategy used by JP Morgan Chase in solving some challenges ................................................... 7 3.3 The success factor of JP Morgan Chase Merger ........................................................................... 8 4 CONCLUSIONS................................................................................................................................ 10 References ................................
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...Haut du formulaire Bas du formulaire * Home Page » * Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) In: Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not to lead. The deal started to become more attractive with the possibility of Disney awarding a sole lead arranger mandate and with the increased potential for a successful syndication. At this point, after Chase made it through the first round, they decided on a more aggressive final proposal where they...
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...BFF5130 BFF5130 Case Study 4 Chase-Disney -Syndicated loans Qiumin Liu 25388789 Case Study 4 Chase-Disney -Syndicated loans Qiumin Liu 25388789 Introduction Summary: In late 1999, the Walt Disney Co. and the Hong Kong government agreed to develop Hong Kong Disneyland, a theme park and resort complex worth HK$28 billion, which planned to open in late 2005. The selected underwriter, Chase Manhattan Bank, needed to raise HK$3.3 billion of non-recourse bank loans for construction and working capital of the project. Problem: The key concerns facing Chase were whether to bid at all, how to bid and how to structure the syndication to meet the borrower’s needs and its own profit objectives and the market’s expectation for an attractively priced credit. And also the participants of the syndicated loan must be identified. That is, whether to pursue a sub-underwriting and if so, whom to invited. Strategy Analysis: We need to analyze the three possible strategy options to determine which one is better. Please refer to Appendix 1 for option 1, Appendix 2 for option 2 and Appendix 3 for option3 to see the detailed calculation. Strategy | 1 | 2 | 3 | Mandate | Sole | Joint | Sole | Sub-Underwriting | Yes | No | No | No. of banks involved | 15 | 18 | 21 | Total income ($HK000) | $13,850 | $8,783 | $23,050 | Pool Income ($HK000) | $1,000 | $1,900 | $2,800 | Summarized through Appendix 1,2,3. * Strategy 1: Chase would be the sole mandated lead arranger...
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...Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not to lead. The deal started to become more attractive with the possibility of Disney awarding a sole lead arranger mandate and with the increased potential for a successful syndication. At this point, after Chase made it through the first round, they decided on a more aggressive final proposal where they would be very close to meeting most of Disney’s demands in order to win the deal. 2. Standard Commitment Letter The standard commitment letter established by Chase for the Disneyland project would have the following terms: 1. HK$300 million loan. 2. 15-year maturity...
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...Case Study: Merit Enterprise Corp March 19, 2013 After careful review Merit Enterprise Corp case study the pros of option 1: (assuming that JP Morgan Chase will continue to extend season credit lines and medium term loans.) First, it would keep Merit Enterprise as a private company. Secondly, Merit’s would have the right of non-disclosure. Private companies are not required to disclose details about their operations. Third, Merit Enterprise does not have to answer to shareholders if the stock is underperforming. The cons of option 1 are: First, banks may limit Merit borrowing after being financed for the 4 billion dollars. This may become a problem if Merit is maxed out on receiving financing and would need any additional capital for any other projects. Another con is that JP Morgan Chase may require frequent review of financial statements during the expansion project to determine if Merit’s financial condition is sound. The pros of option 2: (assuming that Merit decide to take their company public) 1. Issuing stock to public would quickly raise the necessary financing ($4 billion) needed to expand Merit’s production capacity. 2. Also, going public would allow Merit to offer stock and stock options to their employees which is additional incentive to contribute to the success of the company. Option 2 cons: Merit would have to be subject to extensive financial disclosures such as quarterly and annual reports which are required by the SEC. Another con of going...
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...JPMorgan Chase I. Abstract The credit derivatives were introduced in the early 1990s, as large derivatives dealer searched for ways to transfer risk in financial markets. Although the financial innovations have only been used for decades, activity in credit derivations has grown rapidly. According to the Bank for International Settlement, the credit derivatives market reaches $21 trillion in 2014, and the main players for credit derivatives are investment banks, corporations or insurance companies. (Bank for International Settlement, 2014) Credit derivatives are relatively complex financial instrument, since it utilizes the leverage technique to mitigate the credit risk. One the one hand, credit derivatives allow banks to mitigate credit risk, reduce undesired risks and customize their risk profiles. On the other hand, the use of credit derivatives contains potential risks to the company since the market is still new. Users of credit derivatives must recognize and mange numerous associated risks. In fact, the historical evidence has shown that credit derivatives are the major causes to financial crisis. (Borodovsky & Lore, 2000) Although it is important to assess credit risk and market risk in the bank investment, operational risk is the fundamental part to the ultimate success of investment. “Operational risk is the risk of a breakdown in the operations of the derivatives program or risk management system.” (Chance & Brooks, 2012) Operational risk was generally defined...
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...RISK MANAGEMENT IN BANKS The business of banking today is synonymous with active risk management than it was ever before. The success and failure of a banking institution heavily depends on the strength of the risk management system in the current environment. This is true as the very business of banking is risk-taking as an intermediary, i.e. interposing between savers (depositor) on one hand and the borrower on the other hand, thereby accepting the risks of intermediation. Risk Management: Meaning & Components A risk can be defined as an unplanned event with financial consequences resulting in loss or reduced earnings. Therefore, a risky proposition is one with potential profit or a looming loss. Risk stems from uncertainty or unpredictability of the future. In commercial and business risk generates profit or loss depending upon the way in which it is managed. Risk can be defined as the volatility of the potential outcome. Risk is the possibility of something adverse happening. Risk management is the process of assessing risk, taking steps to reduce risk to an acceptable level and maintaining that level of risk. The essential components of any risk management system are – * Risk Identification: i.e. the naming and defining of each type of risk associated with a transaction or type of product or service; * Risk Measurement: i.e. the estimation of the size, probability and timing of potential loss under various scenarios; * Risk Control: i.e....
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...Business and Financial markets “Case Study – J.P.Morgan Chase & Co.” Student Name: Gangadharan Renganthan Student Id : 1229047 Table of Contents Introduction: 2 History of J.P.Morgan Chase & Co.: 3 Key Moments in J.P.Morgan Chase & Co. History: 3 Current Problems: 4 Important of the Analysis: 6 Different Approaches to dealing with the problem: 7 A change in focus for banks: 7 A change in focus for regulators: 7 Financial Summary Indicators: 8 JPMorgan Chase & Co. (JPM)-NYSE: 8 Recommendation: 9 Conclusion: 10 Reference: 10 Introduction: J.P.Morgan Chase & Co. is a financial company which is an American multinational banking corporation of securities, investments, financial, and retail. It is in the top ranking and it is world’s second largest banking in the assets. The main job of this banking is that they provide financial services for the assets. They have the assets of nearly $2,509 Trillion. They have the one of the largest hedge fund unit in the United States. They formed this hedge fund in the year of 2000. The hedge fund unit was formed at the period of the Chase Manhattan Corporation was merged with the J.P.Morgan & Co. In United States of America J.P.Morgan is one of the largest banks in the top four lists. The other top banks are Citigroup, Bank of America and Wells Fargo. According to Bloomberg, J.P.Morgan Chase & Co. is as largest as the Bank of America while comparing with the assets them...
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...MAKING ENTERPRISE RISK MANAGEMENT PAY OFF Thomas L. Barton William G. Shenkir Paul L. Walker Prentice Hall PTR One Lake Street Upper Saddle River, NJ 07458 www.phptr.com Editorial/Production Supervision: KATHLEEN M. CAREN Executive Editor: JIM BOYD Marketing Manager: BRYAN GAMBREL Manufacturing Manager: MAURA ZALDIVAR Cover Design: TALAR BOORUJY ©2002 Financial Executives Research Foundation, Inc. Published by Financial Times/Prentice Hall PTR Pearson Education, Inc. Upper Saddle River, NJ 07458 Prentice Hall books are widely used by corporations and government agencies for training, marketing, and resale. The publisher offers discounts on this book when ordered in bulk quantities. For more information, contact: Corporate Sales Department, Phone: 800-382-3419; Fax: 201-236-7141; E-mail: corpsales@prenhall.com; or write: Prentice Hall PTR, Corp. Sales Dept., One Lake Street, Upper Saddle River, NJ 07458. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-13-008754-8 Pearson Education LTD. Pearson Education Australia PTY, Limited Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Pearson Education, Upper Saddle River, New Jersey A D V I S O R Y C O...
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...Derivative Losses at JPMorgan Chase LaVita Rodriguez Business Government and Society Case Study: Derivative Losses at JP Morgan Chase 1. Does this case indicate that JPMorgan and the federal government were in a collaborative partnership or working at arms length? Why do you think so? In a collaborative partnership the government works closely with organizations in efforts to achieve a common objective that is mutually beneficial. Working at arm’s length is the opposite of a collaborative partnership due to the objectives of the organization and government being opposite, creating an adversarial relationship between them. In the case of JP Morgan and the federal government, they demonstrate working at arm’s length. The federal government imposed regulations that would extend government oversight in the trading of derivatives by implementing government rules that required trades involve intermediaries in public “clearing houses” so that regulators could closely inspect transaction (Lawrence, A. T., & Weber, J., 2014). JPMorgan opposed the idea of trading derivatives in public because it would potentially benefit rivals and compromise the profit of the bank (Lawrence, A. T., & Weber, J., 2014). The objectives of the federal government and JPMorgan do not align. The federal government wants to implement regulations that would work to restructure JPMorgan from being able to take excessive risks that would result in large bailouts being forced onto taxpayers who are already...
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...April 2, 1998 Chase Manhattan Corporation: The Making of America's Largest Bank * In mid-August 1995, Walter Shipley, chairman and CEO of Chemical Banking Corporation, was preparing to leave the bank’s Manhattan headquarters building after a long day. For the past four weeks he and other senior Chemical managers had been in intensive negotiations with their counterparts at Chase Manhattan Corporation, including that bank’s chairman and CEO Thomas Labrecque. At issue was whether the two banks would agree to merge in a friendly transaction. If completed, the merger would produce the largest commercial bank in the United States, and the fourth largest bank in the world, with total assets of nearly $300 billion and over 74,000 employees. Shipley believed the merger would create value in two ways. First, it would allow the banks to realize substantial savings in operating and overhead costs. The banks’ businesses overlapped in many areas, and they both maintained extensive retail branch networks in the Downstate New York area. In addition, both banks were headquartered in Manhattan, and maintained elaborate trading floors in both Manhattan and London. Cost savings of up to $1.5 billion were deemed possible, but this would require reducing the banks’ combined workforce by 12,000 employees and closing over 100 branches. The second benefit of the merger, in Shipley’s view, was that as a larger bank with significant product and market leadership positions, Chemical-Chase would enjoy significantly...
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...030 Although in many cases we see banks joining forces with law enforcement to fight cybercrime, online attackers are become increasingly organized and financial institutions may find themselves fighting even tougher battles. (Kitten, 2012) In one such case, here in Georgia, a man has pleaded guilty for the role he played in a $1.3 million phishing scheme that targeted customers of Chase, Bank of America, ADP and Branch Bank & Trust. In his plea, Waya Nwaki admitted to using stolen log-in credentials to intercept and respond to e-mails sent by banks to customers when unfamiliar computers or IP addresses were used to access online accounts. He also admitted to impersonating payroll officers in conversations he had with ADP, which is based in New Jersey. The case resulted from a collaboration between the banks and the Federal Bureau of Investigation against Nwaki, a.k.a. Shawn Conley, who was arrested in December on charges of wire fraud conspiracy, wire fraud, aggravated identity theft, and conspiracy to gain unauthorized access to computers. Each count, to which Nwaki pleaded guilty, carries a maximum sentence of 20 years in prison and a maximum fine of $250,000; sentencing is set for Aug. 15, 2012. According to court records, Nwaki and six co-conspirators, between August 2000 and June 2010, worked across three continents to launch phishing attacks through spoofed websites designed to mimic banks and payroll processors such as ADP. When online users visited the spoofed...
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...THE NATION’S NEWSPAPER BS2003-01a Collegiate Case Study Enron law firm called accounting practices 'creative' By Greg Farrell www.usatodaycollege.com Accounting fraud Part I: The problems “Creative accounting” is not a new technique, but it can certainly be a costly one. Businesses feel the pressure to appear profitable in order to attract investors and resources, but deceptive or fraudulent accounting practices often lead to drastic consequences. Are these so-called creative practices always illegal or can they ever be justified? This case study will present examples of companies who have used inappropriate accounting practices, the results of their deceptions and the government's plan to avoid future incidents. Did banks play role in Enron scandal? By Edward Iwata Banks face accusations in Enron case By Edward Iwata Banks defend e-mail about Enron By Edward Iwata WorldCom finds accounting fraud By Andrew Backover, Thor Vladmanis, Matt Kranz and Michelle Kessler Former controller comes up more often By Andrew Backover and Chris Woodyard Cover story WorldCom’s bad math may date back to 1999 By Jayne O’Donnell and Andrew Backover CFOs join their bosses on the hot seat By Jim Hopkins Capitalizing on oldest trick in book How WorldCom, and others, fudged results By Matt Krantz USA TODAY WorldCom's accounting game is stunning investors who thought the loophole the telecom firm used was sewn shut years ago. Bros. "How was this overlooked...
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...ORGANIZATIONAL BEHAVIOR COURSE PROJECT J.P.MORGAN CASE STUDY (Source: Google Image) Name: Zaheed Diwan Address: 127 Allerton Drive, Schaumburg, Illinois, 60194. Phone: (310) 357 4218 Email: zzdiwan@hotmail.com Instructor: Mae Hicks Jones Outline: Section | Description | Title Page | Leadership and Organizational Behavior in Action – J.P.Morgan case study. | Introduction | An overview of the organization and my role in it. | Problem Statement | How is any problem identified & analyzed, and how effectively are decisions taken, necessary changes communicated & implemented, to avoid any repercussions? | Analysis | Detailed analysis of the problem statement. * Identification & Analysis of a problem * Effective Decision Making * Identifying and Implementing Changes * Communications | Solutions | Identification and critical evaluation of potential workable solutions to the problem. | Reflection | Statement about how this assignment influenced my personal, academic, and professional leadership and managerial development. | References & Literature Review. | Reference to Scholarly reviews during the analysis. | * Overview of the Organization: (Source: Google Images) The Organization that will be the topic of discussion for this project paper is J.P.Morgan Chase & Co. & Co. (India operations are under J.P. Morgan Services India Private ltd). J.P. Morgan Chase & Co. is a leader in financial services, offering...
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