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Acquisition Integration through Shared Values and Brand Personality

A three-page excerpt from our 15-page Best Practice Guidebook:

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Verify Fit » Set Vision » Articulate Values » Roll Out Brand » Foster

Commitment »

Acquisition Integration through Shared Values and Brand Personality

Best Practice Guidebook

•Open and frequent communication through multiple channels (both formal and informal) is vital to talent retention.

• Ensuring that each integration activity supports the post-acquisition vision and goals maximizes integration resources.

• Usingadisciplinedprojectmanagementapproachincreasesintegrationefficiencyandminimizescompanybias.

After an acquisition, Sigma must integrate radically different market approaches and business processes without compromising each company’s most valuable attributes.

Sigma Systems

INDUSTRYInformation Communications and Technology, Telecommunications

REVENUE (FY 2014)$50 million USD

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Sigma deploys a best-of-both integration strategy and an internal-to-external rebranding campaign, maximizing employee engagement and increasing implementationefficiency.

Sigma Systems Key Lessons Learned

SolutionChallenge

CorporateStrategy

Corporate Development

Marketing

CompetitiveIntelligence

MarketResearch

SalesLeadership

R&D/Innovation

Investors/Finance

CEOMarketing

CorporateStrategy

Applicability to Executive Functions

Solution Components

Best-of-Both Integration Internal-to-External Rebranding

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EDB

AC

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Source: Sigma Systems; Growth Team Membership™ research.

Integration Team Structure . . . . . . . . . . . 3

Acquisition Integration Process Overview . . . . . . 4

Verify Fit . . . . . . . . . . . 5

Set Vision . . . . . . . . . . . 6

Articulate Values . . . . . . . 7

Roll Out Brand . . . . . . . . 8

Foster Commitment . . . . . 9

Business Results . . . . . . 12

Key Lessons Learned . . . . 13

Supporting Tools & Resources . . . . . . . . 14

Employee Purpose and Values Assessment Workshop 14Sigma Systems Brand Brochure 15

Contents

• Executive sponsor, integration leads, program manager, integration team

•Online training development platform, performance management system, online survey platform, integration dashboard

• Post-acquisition, Sigma’s total revenue has increased by 30%, and the acquired company’s revenue has doubled.

• Sigma’s values and branding integration initiative has led to higher employee engagement scores.

•Cross-selling opportunities have resulted in a cross-sell ratio greater than 10%.

Business Results Resources Required

HEADQUARTERS Toronto, Ontario, CanadaGEOGRAPHIC FOOTPRINT Global

OWNERSHIP PrivateEMPLOYEES (FY 2014) 400

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The contents of these pages are copyright © Frost & Sullivan. All rights reserved.

best practice guidebookgrowth team m e m b e r s h i p™FE

EDB

AC

K?

Source: Sigma Systems; Growth Team Membership™ research.

Foster CommitmentRoll Out BrandArticulate ValuesSet VisionVerify Fit

ObjectiveLay the foundation for acquisition success

Key Activities• Identifybest-fit

acquisition targets

•Select target based on itsdefiningstrength

ObjectiveDefinethecombinedcompany’s vision

Key ActivitiesUndertake dual company audits, identifying the best cross-company attributes to retain

ObjectiveGather employee input

Key ActivitiesConduct vision-based employee workshops to highlight shared values

ObjectiveUnify employees by embedding vision, values, and brand efforts

Key ActivitiesTranslate employee input into brand ideals

ObjectiveStrengthen vision, values, and brand adoption

Key Activities•Provide leadership with

iterative values training

•Develop a performance review system that bases reviews on brand-building values

Sigma’s “best-of-both” integration strategy improves retention of critical talent and employee commitment to new branding efforts

Acquisition Integration Process Overview

Best-of-Both Integration Internal-to-External Rebranding

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