Related Resources provides additional articles and resources for understanding this month’s topic of communication during mergers and acquisitions. You can also find these links alongside the corresponding feature article for quick reference.
Note: The following links are not associated with or commissioned by IABC.
::Good Communication Is Key for Smooth M&A Transition
David Yeghiaian
A BusinessWeek article found that three out of four M&As are either complete failures or do not achieve their intended results. Furthermore, one-third of acquired companies are sold off within five years. Proper employee and customer communications may help competent communicators overcome those tough odds.
::How’s Your Integration Going?
Gerald Adolph
Even though your merger or acquisition may appear sound on paper, investors, reporters and stakeholders inside and outside of your company may still be hesitant, and their attitudes may shake the confidence of others. Providing clear, tangible and reliable communication to everyone involved will quiet any uncertainties.
::Avoid a Merger and Acquisition Blind Spot: Leave a seat for marketing
Allan Steinmetz
During times of change, marketing and communication professionals are critical components when it comes to promoting cohesion and winning the support of critical stakeholders within the organization. Allan Steinmetz reminds us that a large portion of M&A failures are the result of internal, not external factors.
::Practical Tips for Merger Communications
Barbara Fagan-Smith and Ruta Skelton, ABC
During the hectic M&A period, communicators must not forget the most fundamental facets of their profession: providing a bridge between executives and staff, accurately measuring the pulse of their environment, and facilitating clear and accurate information.
::Reality HR: Tom Lucas, Adecco, on successful mergers
Tom Lucas, head of HR at Adecco during that company’s 1999 purchase of Olsten Corp., discusses the reasons why that merger was so successful and the critical role communication played.
::Merger Integration Strategies: Planning for success is crucial part of M&A process
Keith M. Chiavetta
When it comes to integrating two separate companies and business cultures, sometimes it’s worth considering outside consultants who may have a more balanced perspective of the situation. Keith Chiavetta, a frequent speaker on the subject, suggests that third-person communicators may be able to communicate more clearly and efficiently with all parties involved in a merger.
::Managing Mergers from the Inside
Bernie Charland
Microsoft’s continual pressing for a merger with Yahoo showcases the need for internal communication during the pre- and post-merger processes.
::Communications in the Post-Merger Integration Phase
While the post-merger integration phase may seem like relief from the hectic periods before and during a merger, this may be misleading. The post-merger phase requires a steady communication effort in order to ensure a smooth integration, especially when it comes to sensitive subjects such as HR.
::How to Build Value into a Merger
Walter E. Shill and David W. Mackenzie
Walter E. Shill and David W. Mackenzie argue that post-merger organization design is critical to the potential value of any M&A.
::Manage Compensation and Benefits During Mergers
Five practical steps from HR consultant Ian Morley and Dr. Christopher Kummer to ensure that compensation and benefits changes don’t trip up an otherwise successful M&A.
::Newsletter Can Help Employees Cope with a Corporate Downsizing, Merger or Acquisition
David Kandler
Adding a section regarding an upcoming M&A or downsizing in your business newsletter can do much to allay employee fears and concerns. David Kandler, president of CompanyNewsletter.com gives some helpful advice on the subject.
::The Clean Room Solution
Peter Moreira
By utilizing a pre-integration planning team—sometimes referred to as a clean room or a clean team—merging rivals can facilitate business integration without violating competition laws and, in turn, ensuring a smooth transition.
::Successful Branding for Mergers and Acquisitions
Laura Pasternak
As a communication professional, managing your brand may be one of the most critical jobs ahead of you as you enter an M&A. Garnering internal and external support through brand management will focus your company, and strengthen brand loyalty.
::Whole Foods/Wild Oats Merger Implications
John Moore
In order to expand its market into previously untapped territories and further develop its brand, Whole Foods Market acquired Wild Oats in a US$565 million deal. However, this mammoth expansion comes with some serious challenges, as two leading health food store brands become one.
::The Solution to Brand Dilution
Joseph Benson, Rob Levinson and Drew Allison
Choosing to ignore brand identity issues during an acquisition can result in diluting two brands rather than strengthening one. Benson, Levinson and Allison refer to this as “brand dilution” and suggest that a successful M&A may be greater than the sum of its parts.
