The Southwest Economy in the 1990s: A Different Decade: by Robert H. Boykin (auth.), Gerald P. O’Driscoll Jr., Stephen

By Robert H. Boykin (auth.), Gerald P. O’Driscoll Jr., Stephen P. A. Brown (eds.)

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We actually talked to MCorp people, and they asked us whether we would put up $200 million infusion of capital. That did not appeal to us. Then time passed, and the opportunity arose to place a bid with the FDIC to acquire the assets of the Bridge Bank representing MCorp. At that time, I still did not see how we could integrate the MCorp banks into our structure and system. But I told our people to go ahead and look; looking does not cost very much. During our due diligence, a team of 12 analysts and executives studied the operations of MCorp.

The Edgewood decision, however, has many of the elements common to the majority of state cases. When local school districts raise funds for schools and decide how much 39 40 Eric A. Hanushek to spend, vanatlOns in expenditures arise. The variations come from two sources: differential ability to raise funds and different preferences for education versus other places to spend money. Some people simply argue that any differences in spending should be banned. The more common argument, however, does not fully address how much variation should be allowed but just argues that differential ability to raise money should be eliminated.

We operate our branches more like stores than traditional banks; we concentrate on product sales to meet income targets. We are like McDonald's. Our stores have a lot in common, a lot of compatibility. We are not selling chicken in one place and steaks in another. We are selling the same thing everywhere. And like McDonald's, we stick to what we do best. We are not about to open a French restaurant in Texas. But our analysis of the Texas banking market convinced us that here is a retail and middle-market banking environment brimming with opportunity-a market in the midst of dynamic change that will reshape its fundamental character.

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