8th Merger Integration Management Forum

Early Monday. Preparing for a couple of events, this week.

One, today, with all countries adopting our new Content Marketing model. Key meeting, considering that content distribution success will depend on country adoption.

Second, the 8th Merger Integration Management Forum, (17-18 March, Amsterdam), the Conference I will attend at the end of this week. As I wrote in a previous post, it is my first non-marketing conference as a speaker. I will introduce a marketing subject (how to set up properly branding and communication strategy in post-acquisitions and how M&A performances can be affected by a poor marketing strategy) to a non-marketing audience.

Presenting Marketing to M&A experts

My next conference as a speaker (8th Merger Integration Management Forum, 17-18 March, Amsterdam) is approaching and I am dedicating some time today for preparation. Also had a great call to understand the audience. Well, this time will be different: still a marketing-focused presentation, but different audience, different cut, different expectations.

In fact, it’s my first non-marketing conference. Where I will introduce a marketing subject (how to set up properly branding and communication strategy in post-acquisitions and how acquisition performances can be affected by a poor marketing strategy) to a non-marketing audience. I will need some good luck – and a good preparation. Conference site is here.

(Featured image by Brand Quarterly)

Global 2015 M&As: a summary

Interesting piece summarizing Global 2015 M&As, with very cool visuals. Short extract below.

This year, global mergers and acquisition volumes have surged to a new record level, with the total value of announced transactions climbing to $4.6tn, compared with $4.3tn eight years ago, according to Thomson Reuters data.



Wilhelm Schulz, head of M&A at Citigroup for Europe, Middle East and Africa, said it would be harder to replicate the level of activity seen in the US in 2015, after deal values rose 64 per cent year on year, to $2.3tn, according to Thomson Reuters data. However, he noted the Emea region remained well below its 2007 peak and was likely to see some growth.

Full post, here, via FT.com.


Interesting piece from the FT about the super-acquisitions of the last six months. Not counting last rumours about SalesForce.com.

After the financial crisis, so this counter-narrative goes, companies suspended payouts to investors and looked inward to aggressively cut costs. Even as balance sheets improved, executives remained timid and turned to share repurchases and dividends to keep shareholders at bay.

Now with shareholders increasingly sceptical of the record levels of capital returns, companies are taking advantage of market conditions to take financial engineering to the next level — by buying their rivals.

Better Together: marketing lessons from one of the major acquisitions in Energy & Tech (the abstract)

In January 2014 the industrial automation giant Schneider Electric acquired Invensys plc thus expanding its product offering in the field of Control Systems, Software and Services. As a global specialist in energy management with operations in more than 100 countries, Schneider Electric offers integrated solutions across multiple market segments, including energy and infrastructure, industrial processes, building and data centers/networks, and a broad presence in residential applications.

With this acquisition, Schneider Electric has significantly enhanced its position as a provider of Energy management solutions integrating power and automation. In fact, the acquisition of Invensys has provided Schneider Electric with a strong portfolio of complementary products in several sectors including the Oil and Gas one – and competency in Cybersecurity management.

From a branding perspective Invensys brought several independent brands which had to be integrated within Schneider Electric’s portfolio. The team in charge of the integration process had to define a path for each brand that had to be consistent with the Schneider Electric one-brand strategy, which is based on customer install base, geographical scope and overall brand equity.

The communication plan was tailored to the customers and channels and the communication assets were generated with a special focus to customer types. Communications plan included an integrated marketing campaign (“Better Together”) that was launched in September 2014 and which used Social Media channels to ramp up and reach the right audience.

The session will go through the most relevant steps of the acquisition, and will focus on marketing and communications approach explaining the decisions taken on branding, communication and campaigns. Real-case scenario’s examples and a Q&A session will complete and close the session.