Mergers, Akquisitions, Change
Fusions, joint ventures and acqusitions are generally aimed and consummated based on corporate data and the market conditions. The synthesis of business culture is mostly rudimental.
Brand Consultants support better decisions.
Fusions and takeover of businesses have become a routine for most of the decision makers. However there are some sectors which are faced unassertive.
The sector of brand architecture and the integration of parts of a business company into a corporate structure are parts of the often undone.
Offensive transparence or hidden takeover?
The reservation against a full integration and restructuring is a result of respect for exsisting marketable value of the assumed business company.
Commonly those companies are prior competitors which causes ambiguity how customers are going to react to the takeover.
Synergy oder Separation?
The consequence of such an unassertive approach are complex: On the one hand it might raise the impression of an unplanned assumption.
On the other hand the synergetic potentials will be wasted, caused by the uncoordinated and not concerted sector of “communication” – potential benefits stay unused.
On the other hand the synergetic potentials will be wasted, caused by the uncoordinated and not concerted sector of “communication” – potential benefits stay unused.
To obviate those potential negativ consequences, the process of change should be structured as early as possible, to realize the maximal potential of change.
How we support the process
- Analysis of status quo (images und identities)
- Development of possibilities of improvement (consolidation of holding or individual umbrella brand, automating of business parts etc.)
- Development of brand guidelines and allocation of tasks
- Development of data base systems cum steady updated corporate elements
- Implementation and implementation support and -monitoring
(Please have in mind: It's [current_date format=g:i_A] at our office in Germany.)