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.

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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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Thank‘s for joining me on this journey
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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