Mergers and acquisitions (M&A) are complex, time consuming, and nuanced activities that require precision. But one area that can get overlooked—and can quickly tank a deal’s success—is communication. Messaging matters. Here’s a practical guide to five common M&A communication mistakes and how to avoid them.
1. Lack of a Communication Plan
Too often, communications can be reactive instead of strategic. A solid M&A communication plan should map out who says what, to whom, when, and how. Think through each audience: employees, customers, partners, media, regulators. Anticipate questions. Plan your response. Don’t wing it. When you fail to plan, you plan to fail.
2. Ignoring Internal Audiences
Employees shouldn’t hear about the deal in the press—or worse, from a rumor. While the negotiating process should be kept on a needs to know basis, one of the people at the table should be a comms person. They can prepare communications from internal to external audiences, everything needs to be intentional and executed methodically. When it comes to internal teams while precaution is necessary, informing them prior to the public can help streamline the process and calm anxiety. Early, clear internal comms help retain talent and morale.
3. Misaligned Messaging
If leaders from associated companies are saying different things—or if internal and external messaging don’t match—confidence erodes quickly. Create a shared narrative early. Align on the goals, tone, and key talking points. Then ensure everyone—from the C-suite to HR—is briefed and consistent.
4. Vague Announcements
When companies announce a merger with generic language like “synergy” or “strategic alignment,” they leave stakeholders guessing. Was this a strategic move? Why? Have clear messaging that outlines why this move is designed to elevate the company toward its next stage.
Employees worry. Customers wonder. Investors speculate. Clarity builds trust. Instead of corporate speak, spell out what’s changing, why it matters, and how it affects each audience. Be specific.
5. Overpromising
In an effort to soothe nerves, some leaders go too far: “No jobs will be lost” or “Everything will stay the same.” But M&A means change. Don’t make promises you can’t keep. Be transparent about what you know, what you don’t, and what’s still being worked out. Credibility matters more than comfort.
Cautionary Tale: AOL–Time Warner Merger
The 2001 AOL–Time Warner merger is a cautionary tale of poor M&A communication. Leaders overpromised vague “synergies” without clear plans, while internal teams were left confused about roles and direction.
Messaging between the two companies wasn’t aligned, and cultural clashes deepened the disconnect. Employees were uninformed, investors were misled, and trust eroded fast. The result? A massive loss in value—over $100 billion—and a complete separation just years later. It’s a stark reminder that even the most high-profile deals can collapse without clear, consistent, and honest communication at every level.
Let’s Chat Through Your Needs
The way you communicate during a merger or acquisition signals how you’ll lead post-transaction. Get it right, and you build credibility. Get it wrong, and you risk confusion, churn, and reputational damage.
At 1903 PR, we help companies craft smart, strategic messaging for high-stakes moments like these—because the words you choose can shape the entire outcome. Even the best deals can unravel without the right message.
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