M&A/Spin

The recipe for success in M&A

Merging brands is a process that requires changing the point of view and inviting customers into a new initiative. It is important for the process of a merger or acquisition to be done sensibly and methodically, while utilising the company’s marketing and brand management capabilities.

Siegel+Gale

June 2018

M&A/Spin

Winning with M&A: 6 questions to unlock brand potential

Mergers, acquisitions and spin-offs challenge even the most reputable and profitable companies. According to KPMG research, almost 70 percent of such deals actually reduce shareholder worth or have no impact—even after companies have spent significant time and resources on finances, operations and logistics. Meanwhile, in the pressure-cooker process of getting a deal done, the impact on the surviving brand is often put on the back burner—or neglected completely.

David B. Srere

June 2018

M&A/Spin

Three key factors necessary for a successful M&A

Mergers and acquisitions done right can offer companies tremendous opportunities for growth. They can also be a complicated, messy time for brands. Building an effective, merged business is a high-risk act of undoing existing assumptions—for employees, for customers, for investors, and others. In this time of flux, brand equity must be managed strategically, clearly and consistently.

Siegel+Gale

April 2018

M&A/Spin

How to merge two brands in six necessary steps

When companies approach branding firms like Siegel+Gale for guidance on merging two corporate or product brands, the request is typically for us to develop a name, logo, endorsement strategy and story for the new merged entity. In many cases, however, it’s not the right move to simply create and launch a new brand identity overnight. Merging brands is a process. It’s about transitioning equity, shifting perceptions and migrating customers.

Siegel+Gale

March 2018

M&A/Spin

Brand: The neglected asset in mergers and acquisitions

Mergers and acquisitions are big business. With a record 3.2 trillion in M&A expected in 2018*, it’s not surprising that companies devote most of their attention and resources to the financial, operational and logistical components of a merger or acquisition. Focusing on the implications of how the merger or acquisition will affect the brand is less tangible, and therefore often put on the back burner or just plain neglected. Ultimately, that can be a costly mistake.

Margaret Molloy

February 2018

M&A/Spin

The role of brand in petroleum mergers and acquisitions

When the cyclical oil and gas industry experiences a global downturn, there’s a lot of uncertainty. How do we manage production? Where can we cut costs? When will prices return? Analysts predict, but nobody knows. In all of the complexity, there’s one thing we can count on—consolidation is inevitable.

Nick Miller

November 2016

M&A/Spin

4 questions on brand naming after a merger, acquisition or spin-off

SMPL Q&A is a blog feature in which we interview experts on all things relevant to branding, design and simplicity.

S+G

November 2016

M&A/Spin

Are you asking the right questions about M&A?

Margaret Molloy speak to the fact that, although branding questions may not initially seem urgent, constant curiosity about brand is a key to unlocking M&A business value.

Margaret Molloy

November 2016

M&A/Spin

3 questions on bringing a B2B company to life during a merger, acquisition or spinoff

SMPL Q&A is a blog feature in which we interview experts on all things relevant to branding, design and simplicity. In this Q&A we speak with Anne Swan, executive creative director, about the iterative nature of B2B branding today.

October 2016

M&A/Spin

3 questions on brand naming strategy following a merger, acquisition or spinoff

Recently, we sat down and had a discussion about the implications for brand names in the event of a merger, acquisition or spinoff.

Siegel+Gale

March 2016