If we remove the financial and due diligence part of any acquisition or merger, we can look at this subject strictly from an identity and brand-driven perspective.
Acquiring or merging with a new company will force a new set of transformation needs upon you. Undoubtedly, the newly acquired or joint entity will have employees, products, services or solutions, technology, as well as an existing customer base and a brand strategy. And they will have somewhat of a“we have always done in that way” basis for doing things.
Your gut feeling vs. science
When you and your team find yourself in a post-signed M&A situation, it is important not to follow your“gut”, as one often does, but apply a scientific approach to the different scenarios.
Surely, the acquisition’s brand could be swallowed as a whole and deleted, or kept exactly as it is. Or there could be a combination of both. Or you could endorse it with your own master brand. Or even just change the design to become part of the existing brand family. And there are ten other possible options and combinations… You see where this is going.
Four dimensions of post M&A actions
After some years of driving brand architecture strategies and integrations post M&A processes for both large global players and more independent, product and portfolio-focused companies, we have some thoughts on four key dimensions to cross off the list of post M&A actions, from an identity and brand-driven perspective.
- Define roles, dependencies and ownership
- Define the strategic landscape
- Decide on the brand architecture
- Form and transform the organization
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