In a context where companies are constantly seeking to extend their influence and increase their competitiveness, merger and acquisition (M&A) activities are emerging as a strategy of choice. However, integrating different corporate cultures and brands under a single banner poses a considerable challenge, especially in the area of marketing. Adopting a ‘One-Brand’ strategy may be the key to harmonising this transition, while taking into account the sensitivities of the managers of the companies being acquired.
A pragmatic ‘One-Brand’ solution
Choosing a ‘One-Brand’ strategy after a merger or acquisition aims to unify the brand image across all the group's entities. This simplifies marketing communications, optimises advertising budgets and makes the offer clearer for consumers. For example, a unified and consistent message can be more easily deployed on a large scale, increasing the effectiveness of advertising campaigns and brand recognition.
However, this approach requires careful management of existing brand assets. It is crucial to carry out comprehensive brand audits to identify the strengths of each acquired entity and determine how these strengths can be integrated under the new unified branding. This often involves redefining visual identity, Unique Selling Propositions, and communication strategies to create synergy while preserving the most valuable elements of the integrated brands.
Taking account of managerial sensitivities
Beyond the pragmatic aspects, implementing a ‘One-Brand’ strategy requires particular attention to the human and managerial dimensions of the companies involved. The managers of acquired companies play a key role in the integration process. They are often the guardians of the values and culture of their original organisation, and their commitment can facilitate a smoother transition.
It is therefore essential to adopt an inclusive approach, actively involving these leaders in the rebranding process. This can take the form of joint branding workshops, brainstorming sessions and training sessions that not only enhance their expertise and knowledge of the local market, but also strengthen their commitment to the new brand project.
A major challenge: harmonising the business model
Mergers and acquisitions require effective synchronisation of the business model, which encompasses customer relationships, operations, products and services, and the economic model. The challenge lies in the ability to create a coherent offering that maintains customer value while optimising internal processes. The customer relationship must be uniform and personalised, despite the diversity of markets and backgrounds of the integrated companies. Operations must be streamlined to increase efficiency and reduce costs, while the product and service offering must be harmonised to avoid redundancies and take advantage of synergies. The business model also needs to be adapted to reflect the new business structure and consolidated strategic objectives, ensuring the financial sustainability of the enlarged group.
Integrated tools for effective digital transformation
To support this harmonisation, a number of tools and systems need to be integrated across all the Group's businesses. Firstly, data analysis tools are essential for understanding customer behaviour, optimising operations and personalising product offerings. Technologies, in particular information systems (IS), need to be standardised and updated to support integration and communication between the different entities. The operating model needs to be revisited to include practices and processes that maximise efficiency while being flexible enough to adapt to local particularities. Finally, human resources management needs to focus on talent development and corporate culture, ensuring a smooth transition and buy-in from teams to the Group's unified vision. This too is a major challenge, taking into account the habits and workings of each entity.
Once these elements have been integrated, they will not only enable an effective digital transformation, but also position the company competitively in an ever-changing market environment.
Ultimately, the ‘One-Brand’ strategy in M&A is far from being a turnkey solution. It requires strategic planning, careful execution and a strong commitment from all stakeholders. By balancing the pragmatic imperatives and sensitivities of the managers of integrated businesses, it is possible to maximise synergies while minimising disruption, leading to a strong unified brand and a consolidated market presence.
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