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M & A and Communication
M & A and Communication Communicate in 4 dimensions Listen– Establish two-way communication channel, If you fail to listen, you fail to engage Inform – Be transparent – share relevant facts  Lead– Leaders from the top down are role models for the new organization Involve– identify and equip a broader network of  people who can influence others, being change advocates
Unfolding the deal in phases Planning the deal  Communication planning must wait – A myth ? Information about the culture of the target organization is publicly available Doing the deal  Preparing for Day One and planning for the integration Planning the communication strategy during the deal Analyzing the critical issues If negotiations stall, communication must still continue through the silent period
Unfolding the deal in phases (Contd..) Dealing with the aftermath Crucial to keep the momentum after the deal is over Miscommunication creates a vacuum and sets the stage for splintered culture Cut through the clutter of what people want to hear Employee perspective:  “ How will it effect me? “ Managing repercussions
Internal Communication During M & A
Internal Communication during M&A Research your audience- Ask what they want to know and how they wish to be communicated with Communicate clear and consistent messages  Consider specific communication for key talent  Get senior leaders to lead the effort-Executives should model the required behaviors
Internal Communication Cont’d Train and support managers in face-to-face communication Monitor communication effectiveness Bridge Differences- Measuring the cultural differences Acknowledge the Fear- fear of the unknown
Synergy Communication
Synergy communication Types of Synergies Operational synergies Financial synergies Managerial synergies Sales synergies Whom to communicate your Synergies? Employees Shareholders Suppliers and distributors Creditors
Communication of Culture to Prospects
Communication of Culture to Prospects Dealing with the change Dealing with cultural conflicts Eg. Merger of Daimler-Benz and Chrysler
Communication of M&A on “THE DAY”
Communication of M&A on “THE DAY” A merger roll out needs: detailed schedules, timetables, risk factors and plans for responding to opponents Consider: shareholders, analysts, bankers, employees, media and customers  The Q&A document must answer  Investors Analysts  Media
Do you have… A credible story? Clear targets and focused direction? Assurance for your shareholders?
Getting it Right!! PepsiCo's Acquisition of Quaker Oats  Detailed press release and investor presentation,  Features Clear, understandable "base" cases; Traceable and defendable synergy targets A credible management team in place
Thank You

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M&a communication

  • 1. M & A and Communication
  • 2. M & A and Communication Communicate in 4 dimensions Listen– Establish two-way communication channel, If you fail to listen, you fail to engage Inform – Be transparent – share relevant facts Lead– Leaders from the top down are role models for the new organization Involve– identify and equip a broader network of people who can influence others, being change advocates
  • 3. Unfolding the deal in phases Planning the deal Communication planning must wait – A myth ? Information about the culture of the target organization is publicly available Doing the deal Preparing for Day One and planning for the integration Planning the communication strategy during the deal Analyzing the critical issues If negotiations stall, communication must still continue through the silent period
  • 4. Unfolding the deal in phases (Contd..) Dealing with the aftermath Crucial to keep the momentum after the deal is over Miscommunication creates a vacuum and sets the stage for splintered culture Cut through the clutter of what people want to hear Employee perspective: “ How will it effect me? “ Managing repercussions
  • 6. Internal Communication during M&A Research your audience- Ask what they want to know and how they wish to be communicated with Communicate clear and consistent messages Consider specific communication for key talent Get senior leaders to lead the effort-Executives should model the required behaviors
  • 7. Internal Communication Cont’d Train and support managers in face-to-face communication Monitor communication effectiveness Bridge Differences- Measuring the cultural differences Acknowledge the Fear- fear of the unknown
  • 9. Synergy communication Types of Synergies Operational synergies Financial synergies Managerial synergies Sales synergies Whom to communicate your Synergies? Employees Shareholders Suppliers and distributors Creditors
  • 10. Communication of Culture to Prospects
  • 11. Communication of Culture to Prospects Dealing with the change Dealing with cultural conflicts Eg. Merger of Daimler-Benz and Chrysler
  • 12. Communication of M&A on “THE DAY”
  • 13. Communication of M&A on “THE DAY” A merger roll out needs: detailed schedules, timetables, risk factors and plans for responding to opponents Consider: shareholders, analysts, bankers, employees, media and customers The Q&A document must answer Investors Analysts Media
  • 14. Do you have… A credible story? Clear targets and focused direction? Assurance for your shareholders?
  • 15. Getting it Right!! PepsiCo's Acquisition of Quaker Oats  Detailed press release and investor presentation, Features Clear, understandable "base" cases; Traceable and defendable synergy targets A credible management team in place