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The role of marketing in mergers and acquisitions

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The purpose of this exercise is to create a common understanding of one of the roles of marketing communication in merger and acquisition processes. Leaving aside all the marketing strategies, structures, processes, and so on, it always comes back to mutual dependencies and the interaction between people. We can identify three hygiene factors: (1) trust, (2) acceptance and (3) communication. As with all sorts of organisations (small and big) merging is often a melting pot of different cultures which can easily turn into a political snake pit and is very hard to turnaround.

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The role of marketing in mergers and acquisitions

  1. 1. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t M&A v s Ma r C om Ronald van Haaften MBA www.van-haaften.nl Building and properly managing brand equity has become a priority for companies of all sizes, in all types of industries, in all types of markets. After all, from strong brand equity flow customer loyalty and profits. The rewards of having a strong corporate brand are clear. This section will highlight the role of marketing communication within Mergers & Acquisitions.
  2. 2. What’s in it ? • M&A the speed of change • The change paradox • Marketing communication • Communication > Managing perceptions M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  3. 3. The role of marketing in M&A The role and influence of marketing before, during and after a merger and acquisition (M&A) is significant. Fulfilment depends upon the nature of M&A; – Both organisations remain independent – Either organisation merges full to the other – An intermediate form The influence of marketing is by far the greatest under circumstance 2 & 3 M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  4. 4. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  5. 5. M&A the speed of change FAST : Structures M a r k e t i n g , S t r a t e g y & M a n a g e m e n t 1. Policy 2. Structure 3. Process 4. Strategy SLOW : Culture 1. Rituals 2. Symbols 3. Heroes 4. Values
  6. 6. The change paradox • We often change what can be changed easily, destroying sustainable art of the one before us. • Start to change one element right forever, instead of many easy elements right temporarily. • Start with a focus on those elements that are most difficult to change, the easy ones will follow automatically. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  7. 7. Critical succes factor #1 : Communication M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  8. 8. Communication It is the role of marketing to inform, unfreeze and prepare the organization for upcoming changes and future organizational dynamics. Behold the “birth” of marketing communication into three sections; M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  9. 9. The willingness to change… Attitude Norm Behavioral control Intention Behavior Result Willingness to change Regarding the organizational change you should increase the willingness to change by having a strong focus at : 1. Attitude 2. Behavioral control. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  10. 10. Understand the resistant for change inform Communication Communication engage involve Participation M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  11. 11. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  12. 12. Leverage = Competences + Trust^2 Intention Integrity Behavior Capability Capability Result M a r k e t i n g , S t r a t e g y & M a n a g e m e n t T r u s t = C r e d i b i l i t y Knowledge C o m p e t e n c e
  13. 13. Leverage = Willingness to change Integrity Capability Intention Result Behavior M a r k e t i n g , S t r a t e g y & M a n a g e m e n t T r u s t = C r e d i b i l i t y Knowledge Capability C o m p e t e n c e
  14. 14. Leverage = Willingness to change Intention Knowledge Result Behavior M a r k e t i n g , S t r a t e g y & M a n a g e m e n t C o m p e t e n c e Please make sure you are aware of the extent of interdependency of the models!
  15. 15. Leverage = Competences + Trust^2 Integrity Capability Intention Result Behavior M a r k e t i n g , S t r a t e g y & M a n a g e m e n t T r u s t = C r e d i b i l i t y Knowledge Capability C o m p e t e n c e
  16. 16. The speed of trust Having said all of that, if we all understand that the speed trust is a real accelerator and hygiene factor #1, thereby understand that you need to earn trust as a token of appreciation for your performance and integrity acting, we know what to do first within our scope of change management: 1. Gain trust within the organisation. 2. Be peaceful, understandable, and reachable and show empathy. 3. Be as open minded as possible and do it as soon as possible. 4. Anticipate to every question raised and say if you do not know the answer (yet). 5. Deliver the (latent) needs. 6. Be consistent and if you are wrong, instantly repair it. 7. Show your audience what you're doing. 8. Do not tell your story, but what people are looking for and want to know. 9. Your audience consists only of experts, they will recognize dishonesty. Success on your challenging journey!........ And remember…>>> M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  17. 17. M a r k e t i n g , S t r a t e g y & M a n a g e m e n t
  18. 18. Feedback? > Twitter @rovaha Thank‘s for joining me on this journey Slides available on: www.slideshare.net www.van-haaften.nl M a r k e t i n g , S t r a t e g y & M a n a g e m e n t

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