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M&A Communications

Professional corporate communication led by the management is a decisive success factor for an M&A transaction.

Whether during the announcement, after signing the LoI (Letter of Intent), or as part of the post-merger integration, communication must always be targeted and tailored to the respective stakeholder groups (employees, investors, customers, media, authorities).

Adapting communication to the regulatory framework conditions of M&A deals is crucial. Depending on the transaction phase (preparation, negotiation, completion, integration), the communicative relevance varies and requires specific messages, content and channels.

Strategically planned M&A communication can minimise uncertainties, strengthen trust, and ensure the long-term success of the transaction.

When a company is ready to publicly communicate information about its sale, acquisition, or merger with another company, it is not just about topics such as the company’s valuation, the future role of the previous owner and management, and the purchase price. The public is also interested in how a company will be continued and the consequences for the employees or the locations.

 

Three questions for CEOs

What are your answers?

  1. Am I thinking as effectively as possible and questioning critically in my efforts to improve the company’s strategic success in a competitive environment?

  2. Effective communication is critical to the success of managers and executives at all levels. How can I also communicate more effectively?

  3. My decision-making is crucial to the success of a company. How effective am I really in making decisions or should I become even more effective?

M&A communication: Strategic planning is highly relevant

Merger & Acquisition communication must be planned and implemented in a structured manner, even when the planning of a company takeover, merger, or sale begins.

M&A transaction communication applies to all phases – from strategy development and the identification of acquisition targets, from the beginning and throughout the entire transaction phase right up to the signing and closing, including the subsequent integration phase (in the case of a merger or company takeover).

M&A communication’s task is to inform all relevant target groups—employees, investors, business partners, the media, and, most importantly, the capital market—at the right time.

Thanks to my many years of investment banking experience, including corporate finance, I can offer you in-depth expertise in M&A.

Please read on finews.ch my article about M&A transactions here

My M&A advisory includes:

  • Advisory and support in developing the M&A story, focusing on brand positioning, strategic corporate goals, and the company’s realignment.
  • Communications advisory of the CEO and management team in all phases of the M&A transaction. 24/7 availability.
  • Advice on the conception and coordination of all communication measures.
  • Advice on addressing all relevant target groups (journalists, investors, analysts, rating agencies, shareholder representatives, employees, trade unions, business partners and customers)
  • Media relations: preparing the CEO for media interviews (media training) and accompanying him to them, including de-briefing with the journalists.
  • Providing and approaching relevant journalist contacts
  • Post-Merger Integration (PMI) Advisory
  • In the event of information leakage: communication management in the event of unplanned and premature publication of information about the M&A transaction.
  • MBI (Management Buy-In) – preparation of the new managing director for the new role (communication with all stakeholders, company values, etc.)
  • Company succession – providing guidance in communication with all target groups, before and during succession planning and implementation at management level.

Internal and external communications – Dealing with uncertainties: During an M&A process, employees, customers, investors, and other stakeholders usually experience a great deal of uncertainty and anxiety. Professional and effective communications, led by the senior management helps manage this uncertainty and reduce fears.

Employee Communications: Maintaining morale: Merger and acquisition activity can irritate employees and disrupt the day-to-day work processes, and uncertainty about the future can lead to a decline in morale and productivity.

Internal Communications in M&A transactions: retention of key talent. During an M&A transaction, employees feel uncertain. Communication can help retain top talent.

M&A Corporate Communications: build and strengthen trust: Trust is essential for both parties to work effectively towards a common goal. M&A transactions involve a certain amount of risk, and trust-based communication is critical to successfully managing the risks associated with the transaction.

M&A transactions require consistent communication: This with a focus on the strategic direction, impact on the existing business model, growth and revenue prospects, synergies, and technological aspects.

Consistent, harmonised statements from both managements.

M&A transaction communication: avoiding legal problems. In most cases, M&A transactions are complex. This requires strategically well thought-out and planned communication planning, taking regulatory requirements into account.

Are you ready to turn change into sustainable success?

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