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JPMorgan's fall and revival : (Record no. 5743)

MARC details
000 -LEADER
fixed length control field	02675nam a22001817a 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field	20220614162619.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	220614b \|\|\|\|\|\|\|\| \|\|\|\| 00\| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9783030470609
040 ## - CATALOGING SOURCE
Original cataloging agency	IIMV
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number	332.660973
Item number	SAR
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Sargen, Nicholas
9 (RLIN)	31572
245 1# - TITLE STATEMENT
Title	JPMorgan's fall and revival :
Remainder of title	how the wave of consolidation changed America's premier bank
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc.	Cham ;Basingstoke :
Name of publisher, distributor, etc.	Palgrave Macmillan,
Date of publication, distribution, etc.	2020.
520 ## - SUMMARY, ETC.
Summary, etc.	This book tells the untold story of how JPMorgan became a universal bank in the 1980s-1990s and the events leading to it being acquired by Chase in 2000. It depicts the challenges Morgan's leaders - Lew Preston and Dennis Weatherstone - confronted when the firm's business model was disrupted by the developing country debt crisis and premier corporate borrowers increasingly accessing capital markets, up to its current management with Jamie Dimon. It depicts what happened to Morgan in the larger story of U.S. banking consolidation. As Morgan sought to re-enter the world of securities and navigate around Glass-Steagall barriers, their overriding goal was to ensure it would remain a pre-eminent wholesale bank serving multinational corporations. Opportunities to grow through acquisition were presented and considered, including purchasing a stake in Citibank in the early 1990s. However, Preston and Weatherstone were reluctant to integrate areas unfamiliar to Morgan such as retail banking or to assimilate cultures that were disparate from the firm's. This first-hand account explores whether Morgan could have stayed independent had its leaders pursued the strategic plan that called for it to make targeted acquisitions in areas where it had well-established businesses. Instead, in the mid-1990s, it went from being the hunter to the hunted. Rival banks that had been burdened by bad loans to developing countries and commercial real estate capitalized on rising share prices during the tech boom to acquire other institutions. Meanwhile, Morgan's profits and share price lagged, which left it vulnerable. During this time, all of the leading financial institutions struggled to change their business models. In the end, no U.S. money center bank was able to become a universal bank on its own. What ensued was a growing concentration of financial assets in a handful of institutions that was the precursor to the 2008 financial crisis, which is explored further using Morgan as a lens, in a book that is sure to interest banking and Wall Street professionals and business readers alike.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element	J.P Morgan & Co., History
9 (RLIN)	31573
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element	Financial crises - United States.
9 (RLIN)	31574
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme	Dewey Decimal Classification
Koha item type	Book

Holdings
Withdrawn status	Lost status	Source of classification or shelving scheme	Damaged status	Not for loan	Home library	Current library	Date acquired	Total Checkouts	Total Renewals	Full call number	Barcode	Checked out	Date last seen	Date last checked out	Price effective from	Koha item type
		Dewey Decimal Classification			Indian Institute of Management Visakhapatnam	Indian Institute of Management Visakhapatnam	06/14/2022	2	1	332.660973 SAR	001401	07/17/2024	04/10/2023	04/10/2023	06/14/2022	Book