The better defined the strategy, the more likely a company will be to keep brand top of mind during the deal, value an acquisition appropriately, and have an effective plan in place to leverage the new brand assets. Subsequent posts will look at:.
The decision on what brand name should represent the merged entity sends definitive signals internally and to the outside world. It's often one of the earliest and most emotionally-charged decisions that must be made. It can affect issues as diverse as the name customers will identify with on product packaging or when visiting corporate headquarters, the ticker symbol that potential investors will see when making investment decisions, and the name on business cards for thousands of employees who may closely identify with their legacy brand name.
When companies merge, brand strategy consulting experts describe several choices that leadership must make about the combined brand portfolioand in particular, the corporate brand name chosen. When does one of the above alternatives seem to make more sense than the others?
This is essentially the market perspective, and therefore in most cases, it should be the prevailing consideration. To what extent are the two brands and their respective offerings complementary vs. Does one of the brands have particularly strong positive equities and associations that need to be maintained? Conversely, does one brand risk confusing or even alienating certain customers or markets? Financial and operational implications. The branding strategies listed above come with differing levels and types of challenges.
Creating a new-to-the-world brand carries with it significant cost and risk. Lengthy transitional strategies can be operationally challenging, in addition to expensive and confusing to the market. Employee buy-in and cultural integration. Choosing one brand over the other implies—rightly or wrongly—a winner and loser in the merger. Many employees strongly identify with their company brand and feel apprehensive when they start to think about what it means for the business—and for them personally—to suddenly have a different corporate identity.
While this rarely should be the primary decision factor, it is an important consideration. Regardless, carefully crafted and well-executed internal communications—and the infrastructure to support the brand—are critical first steps.
Designing the future of a merged brand portfolio requires an understanding of the customer base, competitive landscape, and company priorities. Prioritizing the corporate brand strategy is the first of countless factors that must be considered in the branding of a merger or acquisition. Part 2 of this series will address the branding of the products and services that operate underneath the corporate banner. Brand Architecture for Post-Merger Identity. Subsequent posts will look at: The acquired brand merges into the parent brand.
The AOL and Huffington Post brands were both retained following the acquisition, in which the latter became a subsidiary of the former The two brand names can be merged into one—much like the companies. FedEx-Kinkos and ExxonMobil are two such examples. Terms of Use Privacy Policy.
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