S E A L I N G

The M&A DealFour Ways to:

ReduceAttrition

GrowRevenue

BuildBrand Equity

ImproveSatisfaction

Sources point toan accelerationof M&A activity

Find out why an integrated, unified and proactivecommunications strategy — that puts the customer first

— is the blueprint for a successful M&A.

E�ective M&As result in carefullymanaging consumer uncertainty.Communicate on the customer's terms. Seta clear timeline and manage expectationsto reduce stress and disruption.

Especially in 2021

63%

45%

of banks with assets of $10 billionor more plan to actively acquirewithin the next five years1

of acquired bank customers saidthey likely would not remain acustomer after an M&A3

Bankers and deal advisors predict a

“record year” for M&As2

The First WayPersonalize your customer communicationsMeet customer expectations for personalizedcommunications by engaging them one-to-one.

The Second WayProvide white-glove service tobusiness-critical customersAllocating dedicated support to top-echeloncustomers promises more business referrals,improved buying propensity and brand loyalty.

The Third WayDeliver the consistent brandexperience customers expectEarn customer trust and build loyaltywith consistent, coordinatedmultichannel messaging.

The Fourth WayDeliver excellent andaccessible customer serviceEnsure you have the call centercapacity to e�ectively manageunexpected problems.

72%of consumers only engage with personalized messaging4

75%

81%

of consumers prefer a consistentbrand engagement experience6

Customers trust banks thatdeliver consistent customer journeys30% more than those that don't7

Proactive communications delivered at the right time,with the right o�er can increase revenue 30% or more5

of customers prefer live interactionwhen they want answers to urgentand complex issues9

Call volumes can spike 300%

during digital conversions8 Humans want totalk to humans.

A high-performance contactcenter provides the humantouchpoint that is crucialto any successful M&A.

Here’s The DealAssign dedicated representatives to reach out to your best customers with white-glovesupport to ensure they are ready for the transition and understand the benefits.

Here’s The DealAccurate forecasting and proper sta�ng are key to avoiding long wait times andfrustrated customers. Call center activities are especially important, as this maybe the first interaction customers have with the acquiring financial institution.

Here’s The DealGo all-in on personalization. A big pitfall for M&As is putting too muchfocus on the mechanics, and not enough on the customer experience.

Here’s The DealCoordinated, consistent communications inspire confidence and makecustomers more comfortable remaining with the financial institution post-merger.

Call 1.800.351.3843Email contactHC@harlandclarke.com Visit harlandclarke.com/ConversionCX

1 BankDirector, “2021 Bank M&A Survey,” November 20202 Sullivan, Lauren, “Pent-up M&A demand will make 2021 'record year' for US banks,” September 22, 20203 PwC, “Improving customer experience in M&A”4 “Privacy & Personalization: Consumers share how to win them over without crossing the line.” SmarterHQ5 Agarwal, Rohit; Jacobson, Raelyn; Kline, Paul; and Obeid, Maurice, “The future of customer experience: Personalized, white-glove service for all,” June 22, 2020, McKinsey & Company

6 Kiely, Dan, “Don’t Neglect Your Customers During a Merger,” June 06, 2018, Harvard Business Review7 Pulido, Alfonso; Stone, Dorian; Strevel, John, “The three Cs of customer satisfaction: Consistency, consistency, consistency,” March 1, 2014, McKinsey & Company8 Harland Clarke Data 20209 Conkle, Brennie, “The Future of Digital Banking is About Great Conversations,” August 1, 2017, The Financial Brand

©2021 Harland Clarke Corp. All rights reserved.All marks are the property of Harland Clarke. MKSVC-2144-01

A positive customer experience — before,during, and after an M&A — is the true

measure of success.