Well, it looks like the media and a few well intentioned politicians are blowing the trumpet of economic recovery. Interest rates are going up soon we’re told, so I suppose it must be true that things are all well again. Companies have just been through the capital raisings stage and are now about to enter into a frenzy of M&A activity, or so we’re told.
Looking back on the last 12 months of financial trouble and strife, it remains a mystery to ordinary folk like me how these things happen. This was recently summed up most wonderfully by one of the Australian Financial Review’s better writers Peter Ruehl.
‘Those of us with minor to moderate intelligence are still trying to figure out how we lost so much money while we were just sitting around having a few beers. Not only will we never get it all back; we’ll have to pay the government for the money it borrowed to cash up the people who lost it for us in the first place...
Then you realise it means using money nobody’s actually earned yet in an attempt to reverse a situation caused by people using money that was also never earned – and didn’t really exist to begin with’.
Magic.
Tony Heywood is a Sydney-based brand guidance counsellor, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Thursday, October 15, 2009
Sunday, September 13, 2009
Branding consultants make great marriage guidance counsellors
So the two love birds have plighted their corporate troth. The bride cares not one whit for her loss of name and even less so for her loss of virginity in the matrimonial stakes. What a reception. The bride and groom are looking resplendent in their new livery. Thompson Epicyclics and Robinson Ratchets are now merged into a new darling of the stock market - Episylinus. Or so they think. The corporate advisors seemed pretty happy with things during the pre-nuptials, but now they seem noticeably absent (in the south of France). Your HR director has just informed you that there have been a few senior management resignations in the past few days, but that was to be expected. What can possibly go wrong?
Those branding consultants have been knocking on the door for a few months now – trying to get their hands on a new logo commission no doubt. They even managed to push a piece of paper under the CEO’s door. Its tone seemed a little sombre and not in the spirit of the moment. It warned of dire consequences if a strategic approach to post merger branding was not addressed and a competent communications program put in place. “That’s a marketing function isn’t it? Just as if the Board needs another admin consideration to distract them right now! ” announces one of the directors in passing. Your PA gives a discreet cough as she peers round your office door “I thought I’d better inform you... there appears to have been an alarming drop in our share price today”. The consultant’s note painted a dark picture:
> brand equity will suffer
> customers will be confused
> competitors will steal them
> employees will fear for their jobs
> analysts will see the writing on the wall
... and the share price will drop
Somewhere in the distance a bell started to ring.
In the note those ‘branding people’ also quoted some sobering merger statistics:
> 70 percent of merger objectives go unrealised – Booz-Allen & Hamilton
> Productivity drops off 50 percent overall in the first 4-8 months and only 23% earn their cost of capital – CFO Magazine
> Revenue drops in the first three quarters after a merger – McKinsey Consulting
> Merger failure is not a western phenomenon – this year, only a third of the mergers and acquisitions by Chinese companies were considered successful – China Council for the Promotion of International Trade
In these recovering markets, cashed up companies are scrutinising competitors which are low on funding and strategically positioned for growth. Low acquisition price and elimination of a previously troublesome competitor can be compulsive drivers that corporate advisers are once again excited by. Who needs incremental and cautious growth steps when you can make one giant leap for mankind, or at least for your own business (and ego)?
Building a business is not easy. Tell me about it. It’s difficult enough to put together from scratch (and hold together) a talented team, build a culture of excellence and apply leading edge technologies and processes. Try and do this with two existing groups who may have been sworn enemies, who have their own beliefs, values, ways of doing things and their own unshakeable view of the future and how to get there... and you may just have yourself a few challenges, which may just cast some doubt on your own future.
So you’ve probably now got two of everything. And this tends to be expensive. You reach into the cupboard and dust off your grip reaper outfit. Cost cutting looms large. Who goes and who stays? Swoosh goes the scythe. Do we need two brands? Of course not. Swoosh goes the scythe again. Branding consultants. Definitely not. Swoosh. Feels good doesn’t it? Corporate cleansing. Your PA hands you an impressive looking document with the new Episylinus logo emblazoned on its cover. The inside pages are manna from heaven. “Look at the money we just saved”. Back into the cupboard goes the outfit. Out with the Armani. You have yourself some analyst presentations to give.
Those branding consultants just won’t give up – another letter lands on your desk. They’re telling me time’s running out. It is quickly consigned to the bin. A pity, as the crumpled piece of paper asked some pertinent questions:
> do your people clearly understand whether this is a merger or an acquisition? – sounds silly, but get this one wrong and you may have a lot of explaining to do.
> do you really know who your new partner is – did it come out in the due diligence – have you met with them yet?
> you did do a SWOT on their company and yours didn’t you?
> did you confirm what the new brand promises to customers, shareholders and employees – and whether you can keep that promise?
> is the merger the only growth you’re likely to experience? – if so, you’d better invest in some organic growth fertiliser.
> are you focused on how customers are going to react? – yes, both sets!
> are you ploughing ahead doing it all your own way or consulting with ‘the other party’?
> how are you going to judge merger success? – new sales, profitability, growth, employee retention or a slap on the back from fellow directors?
> you’ve decided on the name and identity of the ‘new’ entity haven’t you?
> is your brand implementation team working to a plan? – if so, are you aware of it?
> is your senior team fully briefed on and motivated by the changes? – do any of them have doubts they haven’t shared with you?
> what changes are necessary to your marketing and communication activities? – are the relevant teams on top of all this?
> did you thoroughly test and register the new name(s)?
> who’s in charge of rallying the troops and telling them about the brave new future? – I guess it must be you!
> did anyone remember to tell the PR company what an important job they have to perform?
> are your employees as engaged and raring to go to the same degree as before the merger? If not, why not?
So what are you going to get out of all this hard work? You could probably...
> gain loyalty – from those really important people – customers, shareholders and employees
> integrate into one success story two companies, two cultures, two brands and two sets of employees
> drive new cost efficiencies
> motivate your workforce like never before
> enhance your bottom line
> write your name in the history books
> stay away from the divorce courts
Tony Heywood is a Sydney-based brand guidance counsellor, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Those branding consultants have been knocking on the door for a few months now – trying to get their hands on a new logo commission no doubt. They even managed to push a piece of paper under the CEO’s door. Its tone seemed a little sombre and not in the spirit of the moment. It warned of dire consequences if a strategic approach to post merger branding was not addressed and a competent communications program put in place. “That’s a marketing function isn’t it? Just as if the Board needs another admin consideration to distract them right now! ” announces one of the directors in passing. Your PA gives a discreet cough as she peers round your office door “I thought I’d better inform you... there appears to have been an alarming drop in our share price today”. The consultant’s note painted a dark picture:
> brand equity will suffer
> customers will be confused
> competitors will steal them
> employees will fear for their jobs
> analysts will see the writing on the wall
... and the share price will drop
Somewhere in the distance a bell started to ring.
In the note those ‘branding people’ also quoted some sobering merger statistics:
> 70 percent of merger objectives go unrealised – Booz-Allen & Hamilton
> Productivity drops off 50 percent overall in the first 4-8 months and only 23% earn their cost of capital – CFO Magazine
> Revenue drops in the first three quarters after a merger – McKinsey Consulting
> Merger failure is not a western phenomenon – this year, only a third of the mergers and acquisitions by Chinese companies were considered successful – China Council for the Promotion of International Trade
In these recovering markets, cashed up companies are scrutinising competitors which are low on funding and strategically positioned for growth. Low acquisition price and elimination of a previously troublesome competitor can be compulsive drivers that corporate advisers are once again excited by. Who needs incremental and cautious growth steps when you can make one giant leap for mankind, or at least for your own business (and ego)?
Building a business is not easy. Tell me about it. It’s difficult enough to put together from scratch (and hold together) a talented team, build a culture of excellence and apply leading edge technologies and processes. Try and do this with two existing groups who may have been sworn enemies, who have their own beliefs, values, ways of doing things and their own unshakeable view of the future and how to get there... and you may just have yourself a few challenges, which may just cast some doubt on your own future.
So you’ve probably now got two of everything. And this tends to be expensive. You reach into the cupboard and dust off your grip reaper outfit. Cost cutting looms large. Who goes and who stays? Swoosh goes the scythe. Do we need two brands? Of course not. Swoosh goes the scythe again. Branding consultants. Definitely not. Swoosh. Feels good doesn’t it? Corporate cleansing. Your PA hands you an impressive looking document with the new Episylinus logo emblazoned on its cover. The inside pages are manna from heaven. “Look at the money we just saved”. Back into the cupboard goes the outfit. Out with the Armani. You have yourself some analyst presentations to give.
Those branding consultants just won’t give up – another letter lands on your desk. They’re telling me time’s running out. It is quickly consigned to the bin. A pity, as the crumpled piece of paper asked some pertinent questions:
> do your people clearly understand whether this is a merger or an acquisition? – sounds silly, but get this one wrong and you may have a lot of explaining to do.
> do you really know who your new partner is – did it come out in the due diligence – have you met with them yet?
> you did do a SWOT on their company and yours didn’t you?
> did you confirm what the new brand promises to customers, shareholders and employees – and whether you can keep that promise?
> is the merger the only growth you’re likely to experience? – if so, you’d better invest in some organic growth fertiliser.
> are you focused on how customers are going to react? – yes, both sets!
> are you ploughing ahead doing it all your own way or consulting with ‘the other party’?
> how are you going to judge merger success? – new sales, profitability, growth, employee retention or a slap on the back from fellow directors?
> you’ve decided on the name and identity of the ‘new’ entity haven’t you?
> is your brand implementation team working to a plan? – if so, are you aware of it?
> is your senior team fully briefed on and motivated by the changes? – do any of them have doubts they haven’t shared with you?
> what changes are necessary to your marketing and communication activities? – are the relevant teams on top of all this?
> did you thoroughly test and register the new name(s)?
> who’s in charge of rallying the troops and telling them about the brave new future? – I guess it must be you!
> did anyone remember to tell the PR company what an important job they have to perform?
> are your employees as engaged and raring to go to the same degree as before the merger? If not, why not?
So what are you going to get out of all this hard work? You could probably...
> gain loyalty – from those really important people – customers, shareholders and employees
> integrate into one success story two companies, two cultures, two brands and two sets of employees
> drive new cost efficiencies
> motivate your workforce like never before
> enhance your bottom line
> write your name in the history books
> stay away from the divorce courts
Tony Heywood is a Sydney-based brand guidance counsellor, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Thursday, July 23, 2009
Post-merger kerbside damage – more than your paintwork can get scratched
Some of the most monumental post-M&A disasters have happened in the car industry. One that comprehensively undermined reputation and brand value was the takeover of Bentley by Rolls-Royce in 1931 as a result of the company’s finances collapsing courtesy of the Great Depression. Where’ve we heard all this before GM and Chrysler?
Up until this point Bentley cars were positioned as the epitome of exclusive and expensive luxury cars which achieved a sporting heritage that comprehensively shaded the racing ambitions of the Germans and Italians. Following so shortly after the emergence of the company’s first production car in 1921, the Le Mans victories of 1924, and 1927-1930, notably with the legendary Speed Six, secured the Bentley name in the annals of motor sport history.
Up until its takeover by Volkswagen in 1998, Bentley’s sporting ambitions went out of the window, no doubt influenced by Depression-era cutbacks, and under the marque’s new owner Bentley cars became little more than rebadged Rolls Royce luxury saloons with a less distinctive radiator grille. Sporting heritage seemingly meant very little to the board of Rolls- Royce whose singular ambition was to build the best car in the world – and that meant a luxury saloon or limousine, not a sports car. Volkswagen had different ideas. The current model Bentley Continental GTC Speed released in 2003 and capable of 202 mph, has arguably bestowed on the Bentley brand the title of ‘maker of the world’s best high performance luxury car’. The 6.0 litre, twin-turbocharged W12 engine, producing 552 hp (412 kW) has come a long way since the legendary 84 mph Speed Sixes.
Under more visionary and more financially stable ownership, the Bentley brand has now regained the sporting ambitions it began with 80+ years ago. The purchaser of a new £153,000 Bentley Continental GTC is buying it for the perception it creates of the high speed luxury sports grand tourer. The buyer of a T1 Bentley saloon back in 1966 would have other reasons... quite possibly viewing it as a (slightly) less expensive way to fool the neighbours that you had hit the big time in the luxury saloon car stakes.
It took Bentley 72 years to regain its rightful brand status. How long will it take Chrysler’s new owner Fiat to return the brand to its former glory, to cast aside the negative perceptions that have all but destroyed its credibility in recent years and return it to the former glory days where innovation and style were paramount?
Let’s hope it won’t take until 2081.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Up until this point Bentley cars were positioned as the epitome of exclusive and expensive luxury cars which achieved a sporting heritage that comprehensively shaded the racing ambitions of the Germans and Italians. Following so shortly after the emergence of the company’s first production car in 1921, the Le Mans victories of 1924, and 1927-1930, notably with the legendary Speed Six, secured the Bentley name in the annals of motor sport history.
Up until its takeover by Volkswagen in 1998, Bentley’s sporting ambitions went out of the window, no doubt influenced by Depression-era cutbacks, and under the marque’s new owner Bentley cars became little more than rebadged Rolls Royce luxury saloons with a less distinctive radiator grille. Sporting heritage seemingly meant very little to the board of Rolls- Royce whose singular ambition was to build the best car in the world – and that meant a luxury saloon or limousine, not a sports car. Volkswagen had different ideas. The current model Bentley Continental GTC Speed released in 2003 and capable of 202 mph, has arguably bestowed on the Bentley brand the title of ‘maker of the world’s best high performance luxury car’. The 6.0 litre, twin-turbocharged W12 engine, producing 552 hp (412 kW) has come a long way since the legendary 84 mph Speed Sixes.
Under more visionary and more financially stable ownership, the Bentley brand has now regained the sporting ambitions it began with 80+ years ago. The purchaser of a new £153,000 Bentley Continental GTC is buying it for the perception it creates of the high speed luxury sports grand tourer. The buyer of a T1 Bentley saloon back in 1966 would have other reasons... quite possibly viewing it as a (slightly) less expensive way to fool the neighbours that you had hit the big time in the luxury saloon car stakes.
It took Bentley 72 years to regain its rightful brand status. How long will it take Chrysler’s new owner Fiat to return the brand to its former glory, to cast aside the negative perceptions that have all but destroyed its credibility in recent years and return it to the former glory days where innovation and style were paramount?
Let’s hope it won’t take until 2081.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Thursday, July 16, 2009
New name for your merging company sir? No problem. We’ll have one in the morning for you.
... as soon as the marketing team has opened a nice bottle of red wine, rolled up their sleeves, told their partners they’re going to be an hour or two late coming home tonight, got the dictionary and thesaurus out and sent out an invitation to that brainy girl from the typing pool who did Latin at university in the UK. Names are easy to conjure up aren’t they? Especially when the bosses of the two merging companies have finished their pre-celebration lunch and suddenly realised that they haven’t got a name for the ‘new entity’ and need it the following day.
Organisations have widely differing views on the value of names. Some company leaders think their marketing team can dream one up overnight. Other global brand leaders will happily invest tens of thousands of dollars creating a name and, over several months, engaging extensive testing to ensure its uniqueness, cultural appropriateness, multi lingual potential and ability to be registered around the globe. And it’s the same when it comes to creating a new identity for the merged entity. Some leaders think it just needs a new logo to replace the two old ones. “Get one from the marketing team, and tell them I want some decent colours, and I want it tomorrow to show the Board”.
For the ‘overnight name’ brigade, reality comes home when someone points out, usually rather late in the piece, that:
> the name is rather similar to another in their industry
> the URL is not available
> the lawyer cannot register it in ‘the other country where we operate’
> the Board thinks it bears a resemblance to a certain brand of dog food
> the bright young accounting graduate from Barcelona thinks that in translation it suggests some form of genital mutilation in Spanish
> the CEO’s wife doesn’t like it
> the CEO’s teenage son came up with something better
Such things are best left up to the experts. There are time honoured procedures that must be followed. Strangely enough it does help if your have some intellectual prowess guiding the process. Fancy name generation software is usually only useful to tell you what not to recommend. Consulting with an Oxford University Latin scholar can be a good start, but names like mensarum, dominus and castrati don’t always sit comfortably. Greek anyone? As you would expect, there have been plenty of blunders over the years – see my March 27 2008 blog post.
In the case of a merger two sets of decision makers can complicate matters especially if you’re not already past the “let’s use our logo because it’s better than yours” phase in the merger discussions. Consult an external expert... you know it makes sense. Would you change your own TV aerial?
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
PS
Even couples celebrating their new addition to the family could take some advice. Years ago I remember meeting the daughter of Mr and Mrs Rainey from Texas. Struggling a little to comprehend the heavy Texas drawl, I thought she was introduced to me as Wendy. On later inspection in correspondence, I noticed her name was spelled Windy. Oh dear.
Organisations have widely differing views on the value of names. Some company leaders think their marketing team can dream one up overnight. Other global brand leaders will happily invest tens of thousands of dollars creating a name and, over several months, engaging extensive testing to ensure its uniqueness, cultural appropriateness, multi lingual potential and ability to be registered around the globe. And it’s the same when it comes to creating a new identity for the merged entity. Some leaders think it just needs a new logo to replace the two old ones. “Get one from the marketing team, and tell them I want some decent colours, and I want it tomorrow to show the Board”.
For the ‘overnight name’ brigade, reality comes home when someone points out, usually rather late in the piece, that:
> the name is rather similar to another in their industry
> the URL is not available
> the lawyer cannot register it in ‘the other country where we operate’
> the Board thinks it bears a resemblance to a certain brand of dog food
> the bright young accounting graduate from Barcelona thinks that in translation it suggests some form of genital mutilation in Spanish
> the CEO’s wife doesn’t like it
> the CEO’s teenage son came up with something better
Such things are best left up to the experts. There are time honoured procedures that must be followed. Strangely enough it does help if your have some intellectual prowess guiding the process. Fancy name generation software is usually only useful to tell you what not to recommend. Consulting with an Oxford University Latin scholar can be a good start, but names like mensarum, dominus and castrati don’t always sit comfortably. Greek anyone? As you would expect, there have been plenty of blunders over the years – see my March 27 2008 blog post.
In the case of a merger two sets of decision makers can complicate matters especially if you’re not already past the “let’s use our logo because it’s better than yours” phase in the merger discussions. Consult an external expert... you know it makes sense. Would you change your own TV aerial?
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
PS
Even couples celebrating their new addition to the family could take some advice. Years ago I remember meeting the daughter of Mr and Mrs Rainey from Texas. Struggling a little to comprehend the heavy Texas drawl, I thought she was introduced to me as Wendy. On later inspection in correspondence, I noticed her name was spelled Windy. Oh dear.
Tuesday, June 23, 2009
Common misconceptions and errors in post merger branding
Fuzzy short-term focus
How will additional brand value be created after the deal is done? How will the synergistic leveraging, repositioning, cost reductions, new territories, plant, products and resources balance out against employee disengagement, challenged loyalties, diminishing morale, scared suppliers, customer confusion, clashing visions, workforce duplications, IT systems that won’t talk to each other, payroll systems that are worlds apart, language challenges, distressed designers, boardroom clashes over brand relevance, stalled communications and too many people doing the same jobs?
Brand value... what goes up must come down... sometimes faster than you think
Brand value fluctuates. Its value pre-merger can bear little resemblance to its value post-merger. Customers may react adversely to the merger, so might employees, shareholders, suppliers, the media, general public, unions and general public. So might the contract staff cleaning the bathrooms. Not to mention the analysts who are looking for a field day. The tidy sum you paid the brand valuation company pre-merger to value your brand is short lived currency. It doesn’t last long. Particularly if you then go through a merger. Guess what? You need to spend it all over again post-merger to confirm to what degree brand value has fallen (or occasionally might have risen).
It’s how you use it (not how big it is)
If you are a company which is on the acquirer’s radar, of course you are going to do your darnedest to up its value by whipping your sales team into a frenzy, optimising internal systems, cranking up the PR machine, whispering sweet nothings to your shareholders, paying your designers a pittance for a spanking new logo, kissing your customers’ rear anatomy and reinforcing your commitment to disadvantaged folk, lame animals and the environment. It’s then all up to the acquirer to maintain this level of activity, determination and communication, or the whole thing will start to slow down and brand value will slide slowly but surely out the window and a big future write-down becomes inevitable.
Learn from the mistakes of others
More has been written about M&A disasters than any other topic on the planet. Just Google it to find out. How can you ignore the fact that more than a third of executives around the world who’ve been involved in major deals ’fess up that circumstances got the better of them. In the heat of the moment they got too caught up in the merger bidding/deal making process to put on their responsible hat and perform that ever so necessary due diligence on the past, present and future value and potential of the brands. Do you really want to end up starring with Bruce Willis in a brand disaster movie? Do the right thing. Come audition with me instead. You know my number. I promise I’ll whisper some sweet branding advice in your ear but I’ll stop short of the casting couch, unless you’re Claudia Schiffer hell bent on merging interests.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
How will additional brand value be created after the deal is done? How will the synergistic leveraging, repositioning, cost reductions, new territories, plant, products and resources balance out against employee disengagement, challenged loyalties, diminishing morale, scared suppliers, customer confusion, clashing visions, workforce duplications, IT systems that won’t talk to each other, payroll systems that are worlds apart, language challenges, distressed designers, boardroom clashes over brand relevance, stalled communications and too many people doing the same jobs?
Brand value... what goes up must come down... sometimes faster than you think
Brand value fluctuates. Its value pre-merger can bear little resemblance to its value post-merger. Customers may react adversely to the merger, so might employees, shareholders, suppliers, the media, general public, unions and general public. So might the contract staff cleaning the bathrooms. Not to mention the analysts who are looking for a field day. The tidy sum you paid the brand valuation company pre-merger to value your brand is short lived currency. It doesn’t last long. Particularly if you then go through a merger. Guess what? You need to spend it all over again post-merger to confirm to what degree brand value has fallen (or occasionally might have risen).
It’s how you use it (not how big it is)
If you are a company which is on the acquirer’s radar, of course you are going to do your darnedest to up its value by whipping your sales team into a frenzy, optimising internal systems, cranking up the PR machine, whispering sweet nothings to your shareholders, paying your designers a pittance for a spanking new logo, kissing your customers’ rear anatomy and reinforcing your commitment to disadvantaged folk, lame animals and the environment. It’s then all up to the acquirer to maintain this level of activity, determination and communication, or the whole thing will start to slow down and brand value will slide slowly but surely out the window and a big future write-down becomes inevitable.
Learn from the mistakes of others
More has been written about M&A disasters than any other topic on the planet. Just Google it to find out. How can you ignore the fact that more than a third of executives around the world who’ve been involved in major deals ’fess up that circumstances got the better of them. In the heat of the moment they got too caught up in the merger bidding/deal making process to put on their responsible hat and perform that ever so necessary due diligence on the past, present and future value and potential of the brands. Do you really want to end up starring with Bruce Willis in a brand disaster movie? Do the right thing. Come audition with me instead. You know my number. I promise I’ll whisper some sweet branding advice in your ear but I’ll stop short of the casting couch, unless you’re Claudia Schiffer hell bent on merging interests.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Thursday, June 11, 2009
M&A confusion
A significant grey area is often encountered in merger deals where all focus is centred on the numbers while on the distant periphery lies intangible stuff like company reputation – an essential component of successful brands. Post merger failures frequently cite minimal discussion on brand planning and a distinct lack of strategic brand thinking in the lead up to the merger. There seems to be an inbuilt reluctance by deal makers to wheel in the branding experts until after the deal is done, the excitement has died away and a new reality sets in. Usually too late.
Brand mergers are frequently haphazard and unplanned. In the heat of the moment deal makers only see the potential for short-term financial gain which is often driven by personal agendas that inevitably lead to short term success and long term failure.
The full potential of mergers is rarely harnessed. A lack of pre-planning is usually the culprit. Mismatches or simple poor management of the resulting brand(s) often impact badly on customer and investor expectations and realise the worst fears in disengaged employees. Sadly many post-merger brands end up having a lower value than before the merger.
The path to M&A success is frequently seen as a risky and treacherous one and only for the brave at heart.
Here’s some simple and effective advice.
Communicate the merger benefits as soon as possible
Let customers, employees and investors know all the great stuff that the M&A can deliver. Win their support and make them feel part of the action, that their involvement is crucial to the future wellbeing of the brand.
Corporate reputation
Don’t just focus on the ‘hard’ assets resulting from the merger. Include the intangibles that contribute to brand value such as corporate and employer reputation.
Look for ‘deal makers’
Identify factors that will enhance the chances of success after the merger, such as the strategic use of the corporate brand, methods to deliver greater value post-merger to customers and how new market segments can be opened up.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Brand mergers are frequently haphazard and unplanned. In the heat of the moment deal makers only see the potential for short-term financial gain which is often driven by personal agendas that inevitably lead to short term success and long term failure.
The full potential of mergers is rarely harnessed. A lack of pre-planning is usually the culprit. Mismatches or simple poor management of the resulting brand(s) often impact badly on customer and investor expectations and realise the worst fears in disengaged employees. Sadly many post-merger brands end up having a lower value than before the merger.
The path to M&A success is frequently seen as a risky and treacherous one and only for the brave at heart.
Here’s some simple and effective advice.
Communicate the merger benefits as soon as possible
Let customers, employees and investors know all the great stuff that the M&A can deliver. Win their support and make them feel part of the action, that their involvement is crucial to the future wellbeing of the brand.
Corporate reputation
Don’t just focus on the ‘hard’ assets resulting from the merger. Include the intangibles that contribute to brand value such as corporate and employer reputation.
Look for ‘deal makers’
Identify factors that will enhance the chances of success after the merger, such as the strategic use of the corporate brand, methods to deliver greater value post-merger to customers and how new market segments can be opened up.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
Wednesday, April 1, 2009
HR must make EB work well in an M&A. OK?
Employer Branding (EB) is one of the most critical factors in M&A success. In fact it’s probably stopped quite a few deals going down the toilet. Although M&As are not the flavour of the month right now, as vultures lay wasted by the roadside licking their wounds, there is talk in dark corners of corporate hallways that bargains will be grabbed later in the year. And it may be overseas buyers doing the grabbing, taking advantage of the declining Australian dollar.
The days of the ‘she’ll be alright with the bank and shareholders’ attitude to M&A deals are long gone, the likes of which will probably never be seen ever again. Deals will be much more closely scrutinised. Protection from downside risk and market fluctuations and huge demands on financial performance will place people issues firmly on the map as a critical consideration. In fact it is becoming increasingly recognised by Boards that an organisation’s ability to integrate people and cultures in M&A scenarios is a prerequisite to success and its ability to realise maximum value from the deal.
So what does all this mean? It means that there is much pressure on HR Directors and Managers to be ‘on the ball’ and totally ‘au fait’ with all things relating to change, branding and employer branding before, during and after the deal is done. This is a big call, requiring much knowledge and insight, which HR departments are not always resourced to handle. They must also be able to articulate the benefits of the deal to their people and pre-empt all the people-related issues that will inevitably arise. And this must be accomplished as early as possible before simple uncertainty builds into complex issues.
HR must work closely with the deal planners and brokers to understand what the real objectives of the deal are and how it affects both sets of employees. How will the integration of two cultures be handled and how will it affect employees? What will be the main issues identified by employees that may slow down or destroy the deal – pay, roles, leadership, training, promotion?
These are key factors in an organisation’s ability to maintain engagement and productivity and retain top talent.
Not all issues will arise before or during the deal making process. Many can arise after the event and can catch out the unwary – issues such as inequities in salary levels, reluctance to relocate and rising attrition.
My advice centres around HR adopting a proactive people management approach and relying on a tried and tested employer branding process – like my own company’s EmployerbrandGuidanceSystem – to build one cohesive and believable employer brand that can move forward the merged organisation and its people.
HR must be prepared to work with the deal makers to add value by applying effective people management, integration, communication and retention strategies that provide a clear path forward geared for long term success.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
The days of the ‘she’ll be alright with the bank and shareholders’ attitude to M&A deals are long gone, the likes of which will probably never be seen ever again. Deals will be much more closely scrutinised. Protection from downside risk and market fluctuations and huge demands on financial performance will place people issues firmly on the map as a critical consideration. In fact it is becoming increasingly recognised by Boards that an organisation’s ability to integrate people and cultures in M&A scenarios is a prerequisite to success and its ability to realise maximum value from the deal.
So what does all this mean? It means that there is much pressure on HR Directors and Managers to be ‘on the ball’ and totally ‘au fait’ with all things relating to change, branding and employer branding before, during and after the deal is done. This is a big call, requiring much knowledge and insight, which HR departments are not always resourced to handle. They must also be able to articulate the benefits of the deal to their people and pre-empt all the people-related issues that will inevitably arise. And this must be accomplished as early as possible before simple uncertainty builds into complex issues.
HR must work closely with the deal planners and brokers to understand what the real objectives of the deal are and how it affects both sets of employees. How will the integration of two cultures be handled and how will it affect employees? What will be the main issues identified by employees that may slow down or destroy the deal – pay, roles, leadership, training, promotion?
These are key factors in an organisation’s ability to maintain engagement and productivity and retain top talent.
Not all issues will arise before or during the deal making process. Many can arise after the event and can catch out the unwary – issues such as inequities in salary levels, reluctance to relocate and rising attrition.
My advice centres around HR adopting a proactive people management approach and relying on a tried and tested employer branding process – like my own company’s EmployerbrandGuidanceSystem – to build one cohesive and believable employer brand that can move forward the merged organisation and its people.
HR must be prepared to work with the deal makers to add value by applying effective people management, integration, communication and retention strategies that provide a clear path forward geared for long term success.
Tony Heywood is a Fellow of the Design Institute of Australia, founder of Heywood Innovation in Australia, United Kingdom and India, and joint founder of BrandSynergy in Singapore.
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