在經濟全球化、自由化與網路事業發達的趨勢影響之下，近年來金融國際化亦加速發展，各先進國家之銀行產業無不積極擴展海外事業版圖，同時世界各國亦逐步開放其國內金融市場，吸引外國金融機構直接投資，以增加其金融產業競爭力。在因應二十一世紀全球化競爭快速發展之際，歐洲銀行業紛紛藉由國內併購及跨國併購方式以增強其競爭能力。為因應全球金融風暴衝擊或區域性金融風險波及，世界各國金融業者也藉由私募方式趁機在亞洲、拉丁美洲與俄羅斯收購投資標的，藉以低價取得價值被低估資產，擴大其區域營運規模，進而強化客戶網絡關係。

本論文研究主題為歐洲銀行業併購後經營績效之探討，採用財務比率、併購動機及經營績效分析其成功的因素。本論文個案研究為英國蘇格蘭皇家銀行(Royal Bank of Scotland)併購國民西敏寺銀行(National Westminster Bank)之案例，此案例為『以小併大』的案例（併購時國民西敏寺銀行約為蘇格蘭皇家銀行的三倍規模大），且創下當時英國銀行史上金額最大的併購案。
本論文案例以併購活動對股價之影響、併購前後三年之財務績效及併購後的營運績效，予以比較分析。本案例研究結果，就國民西敏寺銀行股東而言，雖然蘇格蘭皇家銀行付出併購溢價(PremIum)但因併購綜效的發揮，得以有效增加其股東之財富；蘇格蘭皇也由名不見經傳的小銀行，擠身為英國第二大銀行，並為其後各項鉅額之併購案，建立堅實的基礎與經驗。

This research investigates the motivations and consequences of a banking merger case - the 1999 merger between Royal Bank of Scotland and National Westminster Bank in the UK, an apparently successful case. Accounting financial ratios and post-merger stock price trends are used to evaluate post-merger performance and we also investigate the sources of synergies by comparing the ratios of pre-merger and post-merger time windows of 3 years. We conclude that the case is successful both in terms of providing a significant bid premium to National Westminster Bank’s shareholders and in terms of the excess returns and improved financial performance of Royal Bank of Scotland /National Westminster Bank over the post-merger period. In addition, the success of this M&A deal can be attributed to Royal Bank of Scotland’ insightful business strategies including focus merger, the strategic goals in line with the takeover motives, accurate estimates of the gains and costs of acquacquisition and, fully exploiting the synergies from the merger, and brand awareness strategy.

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