Thu. Dec 1st, 2022
Importance of Marketing & Communications in M&A Advisor

This Marketing & M&A functional work stream is proactive in managing messaging related to the transaction through the development of regular and consistent messages for both the buyer’s and target’s previous executive coaching services customers, clients who are currently in the process of implementing, prospective customers employees, as well as external users (i.e. vendors, partners, etc.). The responsibilities include:

  • Designing and maintaining an effective communications strategy, which includes Day One messages and post Day-One messages.
  • Developing sales collateral
  • Designing tools and training materials
  • soliciting input on behalf of team members from the Culture Workstream team in order to improve the effectiveness of internal messages
  • Preparing FAQs
  • Updates to the internal and external web presence
  • Analyzing the effectiveness of external and internal messaging , and revising it if needed
  • The development of the company’s branding and marketing strategy

Human Resources / People Retention

Human Resources is the Human Resources functional workstream is responsible for establishing a crucial retention strategy for employees and also coordinating the structure of benefits and pay between the acquirer and the goal. The responsibilities include:

  • Collaboration with the functional departments to determine the most important employees of both companies
  • In the development and execution of the retention plan to keep the most important employees
  • Engaging the target company’s personnel early in the integration process , to give input to the main message (interdependency: Culture Workstream team)
  • Work in conjunction with Marketing and Communications Workstream, to address “me” FAQs no later than Day One (e.g. Benefit plan strategy, structure of reporting and overall integration strategy and the timeframe for any reductions that are planned and transition plans for employees who will not be staying within the company, etc.)
  • Conducting an internal communications campaign to the acquirer and the target throughout the transition process
  • Ensure that pay is in line with job classifications between the two organizations’ employees
  • Assuring that benefits are in line (insurance as well as retirement) between employees of both organizations.
  • Working with functional areas to determine employees who are scheduled to be transferred and those who are to be cut
  • Implementing and implementing an exit and separation plan
  • Definition of a formal intellectual property capture strategy
  • Designing and implementing a plan to monitor retention of employees and satisfaction with their work.

Culture

(Can be used in conjunction (Coupled with Human Resources Workstream)

The workstream for Culture is m&a advisory crucial to transactions in order to comprehend differences, leverage commonality and ensure that the acquisition process is smooth and seamless for the target business to the culture of the acquirer. The responsibilities include:

  • The process of gaining an understanding of the distinctive characteristics of each firm and identifying the best methods and attributes to adopt.
  • Input into the Communications Workstream
  • Analyzing lessons learned from previous transactions
  • Interviewing selected personnel of the target to get a better understanding of the culture of the target

Information Technology

This Information Technology functional workstream will evaluate the current technology (hardware as well as software) of the combined company and the relevant policies and practices, and come up with a strategy for the future to help the M&A business plans. Due to the number of work performed by this Information Technology Workstream, the buyer may think about dividing the team into smaller teams that are more manageable. The responsibilities for members of the Information Technology Workstream team include:

  • Linking email systems
  • Establishing interim connectivity
  • Completing network connection between key facilities
  • The process of developing an ERP integration strategy
  • Communicating data center protocols (i.e., processing, storage, back-up, maintenance, disaster recovery)
  • Definiting PC hardware and software platforms to allow future purchases
  • Recognizing and evaluating the user’s applications for both organizations, as well as determining (1) the remaining applications that are available for the target’s business and (2) related support requirements
  • Examining and analyzing contracts related to software licensing desktop call center, specialty applications such as call center, desktop, etc. and recommending a rational method of integration into the master agreements (including the correction of any deficiencies)
  • Identifying the domains of the target and expiration dates
  • Reviewing the current hardware M&A assessing its ability to meet the requirements of the acquirer’s needs
  • Evaluation of access to human resources software and services (plus the tie-ins) and recommending an integration solution to the acquirer’s basic HR system
  • Evaluation of accounting and finance software and recommending an integration solution for the acquirer’s primary finance software
  • The best integration strategy to choose with respect to the management and oversight of infrastructure
  • Proposing and evaluating solutions to internal knowledge sharing
  • Evaluation and suggestions for solutions to file, network as well as print server assistance to the intended

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