“As to financial capital, equity is a prime determinant of growth, even survival, in the new banking environment.Banking organizations with the strongest capital positions have the most options as the industry continues to consolidate… they will be the survivors.”

An extremely important element to the success of Banc One was the “McCoy factor.” The bank was able to trace its roots back to 1868, with three generations of McCoy’s molding the policies and practices of the bank.In the three generation of McCoy’s in charge, Banc One began to invest in marketing, research and technologies, which would bring the organization ahead of the competition.As government regulations also changed, John G. McCoy expanded into other states successfully.As Banc One acquired banks, the local autonomy and keeping the existing management team in place was a primary focus.Systems were in place to assess these new “uncommon partnerships” by peer banks.These systems caused a great deal of “healthy competition” between the affiliates.Awards systems were implemented, a corporate ethics program was executed, new ways of communication were presented and many other systems of keeping employees involved and interested.A share and compare system was formed.Banc One also relied on its powerful financial control system, MICS to provide key operating information to assist with performance targets at all levels of the bank.

The uncommon partnership was a strategy that remained unchanged since the beginning of Banc One’s time.Banc One focused on successful banks with proven records of accomplishment, with the policy of not overpaying, no hostile takeovers, and make no single acquisition with assets greater than one-third Banc One’s size. In case of failure, it will not affect the bank dramatically.

Banc One’s 10 year average performance from 18-1 was the perfect testament to their success. The below table includes ratios in comparison to