Integration planning is the single most important strategy for mitigating risk in merger and acquisition transactions. Never overlook the human and cultural nuances. Look beyond the financials. And find cures to eight common post-merger brand transaction ailments in this presentation.

1. Cures for 8 common
merger and brand
integration ailments
CAROL
POLACEK
SENIOR
STRATEGIST/PRACTICE
LEADER
BRAND
ASSET
MANAGEMENT
PHOTO
BY
E-­‐MAGINE
ART

2. 2
A merger or acquisition can be the launch
pad for a bigger, bolder organization with
an eye to the future.

3. 3
That future starts with a successful brand
integration strategy.

4. 4
Sounds easy, right?
Well, it’s not, but it’s easier if you know the
cure for common brand integration ailments.

5. Ailment 1: Shaky foundation
PHOTO
BY
ROBERT
S.
DONOVAN

6. 6
Your brand integration strategy must align with
and support your business strategy.
Your business strategy provides the framework
for assessing challenges and evaluating success.

7. 7
The lack of a succinct business strategy becomes
quickly apparent during an integration initiative.
By the way, “increase revenue in key markets
by X%” is not a business strategy.

8. 8
Make sure your business strategy is rock solid.
Distill it into 4 to 6 key points so it’s easy for
internals to remember and repeat.

9. Ailment 2: No momentum
PHOTO
BY
MATTYSFLICKS

10. 10
The lack of momentum after a merger looks
like a lack of organizational confidence.

11. 11
Development of a concise integration plan
is essential for success — you can’t build
momentum without one.

12. 12
Engage experts who can assist you.
They can help you apply best practices
and make faster progress.

13. 13
To keep momentum going, celebrate your
successes — even the small ones.
Confidence is contagious.

14. Ailment 3: Silos
PHOTO
BY
EIRIK
REFSDAL

15. 15
Despite the synergistic promise of matrixed
organizations, many folks still function in silos.
And silos = integration disaster.

16. 16
Change is hard. For everyone. No matter
what side of an acquisition you’re on.

17. 17
Combat silos with a truly cross-functional
integration team.
Include representatives from operations, sales, HR,
product development, technical support, customer
service and marketing.

18. 18
Your cross-functional integration team will
become your ambassadors when it comes
time to implement the integration plan.

19. PHOTO
EDENPICTURES
Ailment 4: Lack of objectivity

20. 20
Brand and organizational integration
is emotional. And emotions impair your
team’s ability to make decisions.

21. 21
Commit to making data-driven decisions
to ensure objectivity.
Hook up with an experienced external partner
and allow plenty of time for the research.

22. Ailment 5: Loss of focus
PHOTO
BY
KEVIN
CHAN

23. 23
Most organizations have multiple initiatives
simmering at a time.
Unfortunately, brand initiatives are never as
important as meeting the sales forecast.

24. 24
Signal that the brand integration is a big deal
by getting executive-level support and actively
promoting it with internals.
This also helps the acquired organization feel
like valued members of their “new” family.

25. 25
Give senior leadership talking points that
keep the integration story clear and concise.
And always tie those talking points back
to the business strategy.

26. Ailment 6: Outdated brand position
PHOTO
BY
STEFANX80

27. Don’t assume your current brand position will
remain the same following a merger or acquisition.
27

28. 28
In fact, it’s quite likely that your brand story
doesn’t include the breadth and depth of the
company you just acquired.

29. 29
Anticipate that your brand story will change.
Plan for a brand refresh as part of an integration,
and use it to build public awareness and interest
for the organization.

30. Ailment 7: Failing to live the brand
PHOTO
BY
OLGA
_NEZEMANAYA

31. 31
Sadly, internals are the most ignored audience
in an integration.
Yet, they’re essential to creating a positive
brand experience with your customers.

32. 32
Make internals your No. 1 audience.
Announce the integration plan internally
with an event, and communicate plan progress
at regular intervals.
Reread the slides on combating silos
with a cross-functional team.

33. 33
Launch the new brand internally first.
Use the new brand story to rally internals and train
them on what it means to truly live the brand.

34. Ailment 8: Disorganized communications
PHOTO
BY
ARISTOCRATS-­‐HAT

35. 35
When your brand integration process is murky,
external communications will be foggy, too.

36. 36
Develop a concise and detailed integration
project plan.
Look for a meaningful time frame to launch to
the public and work backward from there.

37. 37
No one said it would be easy.
In fact, a successful brand integration takes
patience, focus and commitment.

38. 38
But doing it right builds positive brand
associations with internals, channel partners
and customers.

39. Tell us how we can help transform
your business
RYANN GREVE
CHIEF MARKETING OFFICER
P. 262-938-5466
WWW.BADER-RUTTER.COM