Improve M&A success

Learn how to improve M&A success
Learn how to improve M&A success

Improve M&A success with these strategies.

The essential in any strategic initiative – is careful planning. Unfortunately, mergers and acquisitions often develop so rapidly that time for preparation is limited. This is why one of the mainstays of investor relations is an ongoing program of skillful relationship building with a company’s key stakeholders. Management teams that stay in touch with their priority constituencies, including institutional shareholders, will be in a better position to understand, in advance, the different mindsets these interests will bring to an impending deal.

In addition to keeping your shareholders updated on company developments, management should obtain feedback from your top 25 shareholders on issues that matter. How do your institutional holders feel about M&A as an element in your company’s growth strategy? Are they more concerned about dilution or debt? Do they require all deals to be immediately accretive? How does their thinking about industry consolidation align with yours? Do they have concerns about your management team’s M&A experience? A comprehensive third-party perception audit of your investor base can help answer these questions.

Develop Your Strategy

Armed with this insight, the company can develop an effective M&A messaging strategy. From the announcement of a deal through the closing, this strategy should be aimed at two outcomes. The first is to support successful completion of the deal. The second is to ensure that, whether the deal goes through or not, your company will emerge from the process with even stronger positioning on Wall Street.

Messaging based on an understanding of your shareholders’ perceptions and concerns can convert them into advocates for the deal. Current shareholders will want to know how the transaction benefits them. Assess the transaction through their eyes, particularly when dilution is involved. Whether a deal is strategic or tactical is often crucial in determining how much dilution Wall Street will support. Are you acquiring the target for its products, its technology platform, its customers or the geography of its operations? An explanation of expected synergies and long-term benefits can help offset dilution concerns.

Consider Contingencies

Sound planning for M&A communications always considers “what if” scenarios. Chief among them: What if the deal fails to close? It is imperative to communicate that, as attractive as the deal may be, it is by no means your company’s sole option for achieving its long-term goals.

Successful M&A messaging also must reflect the perceptions of stakeholders on the other side of the deal. (Value is in the eyes of the beholder.) Both companies will emphasize that they are getting the best possible price, but they may come from opposite directions in the reasoning and messaging. Your success in M&A communications can hinge on the ability to mediate the contradictory nature of the messaging on opposite sides of the transaction.

Negotiate the Outcome

It often can take as much diplomacy to coordinate messaging strategy as to reach agreement on deal terms. The best M&A communication outcomes result from both parties clearly understanding their respective roles, as well as their IR messaging objectives. Coordinated planning also is crucial. It is imperative for each company to be systematic in maintaining open communications with its institutional shareholders – and to get in touch with these constituents immediately after the transaction is announced.

Overnight, the management teams on both sides of the deal will find themselves encountering new universes of shareholders, often with very different investment objectives and horizons. As closing approaches, the acquiring company should become thoroughly familiar with the target’s shareholder base and be prepared for the necessary outreach once the deal is complete. This should include personal phone calls to welcome inherited shareholders or outgoing e-mails with IR contact information. These actions engender goodwill and can make a lasting positive impression.

Cultivate Broad Support

Although CFOs and investor relations officers tend to bear the primary responsibility for spearheading M&A communications, the scope of the effort must extend beyond these functions. Senior management should assemble an internal task force that also consists of the legal department, corporate communications, HR and the business unit where the acquisition will reside. Working together, these groups can cover the entire range of external and internal constituencies.

Too often, communications with non-financial stakeholders get short shrift from management during the frenzy of activity surrounding a deal. Employees will be asking: Will I have a job? What will happen to my pay and benefits? What are the implications for my career, my lifestyle and my security? Customers and suppliers will have their own sets of questions about the transaction and its potential impact on their business relationships with both companies involved.

Coordinate the Details

In addition to crafting messages that respond to these questions, a number of logistical communications issues will need to be addressed. For example, will both companies conduct a joint conference call when announcing the transaction? If so, which members of the executive teams will participate in the call? If each company is conducting its own conference call, answers to potential analyst and media questions should be carefully scripted and rehearsed to ensure consistency.

If the current trend is any indication, M&A communications will be an important tool this year for companies and their executive teams. Communicating effectively before and throughout the M&A process will enhance relationships with all constituencies and possibly even enable a more successful transaction. Learn More:

We help company’s structure and communicate their message to Wall Street through a combination of old school practices and the latest media and marketing methods. Having extensive experience as past stock brokers in the early eighties, the principles of OTC PR Group are equipped to approach analysts, brokers and portfolio managers in the language they understand. We communicate directly with investment professionals understanding their goals, attention, and the type of companies they look for.

Making connections

We strive to find stories that resonate well with our networks and with our direct communication practices our clients get their attention.

Investment professionals such as: stockbrokers, registered investment advisors (RIAs), certified financial planners (CFPs) don’t have the time to research the thousands of OTC companies that currently trade. If you don’t have an experienced professional speaking with them directly about your story, they will never know you exist.

Our approach is centered around properly educating Investment professionals and cultivating trust in order to uphold and protect management’s long-term credibility and reputation on Wall Street. Our company was founded on a strategic and professional approach to corporate relations that builds awareness of our clients through tailored outreach programs that target institutional investors, analysts and the financial media.

The OTC PR Group model employs a variety of conventional and non-conventional programs and tools to communicate your company’s story and increase your exposure in the small-cap equity markets. We pride ourselves on the honest and unfiltered feedback we gather from the brokerage community and we use this feedback to constantly evolve the messaging.

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