CAROL  POLACEK  

SENIOR  STRATEGIST/PRACTICE  LEADER  

BRAND  ASSET  MANAGEMENT  

Cures for 8 common merger and brand

integration ailments

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

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That future starts with a successful brand integration strategy.

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

Ailment 1: Shaky foundation

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

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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.

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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.

Ailment 2: No momentum

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

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

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

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

Ailment 3: Silos

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

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

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

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

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Ailment 4: Lack of objectivity

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

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

Ailment 5: Loss of focus

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

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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.

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

Ailment 6: Outdated brand position

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

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

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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.

Ailment 7: Failing to live the brand

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

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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.

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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.

Ailment 8: Disorganized communications

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

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

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

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

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