change communications – mergers acquisitions（改变通信,合并和收购）.pdf

Change Communications – Mergers Acquisitions KEY STRATEGY DRIVERS Mergers and acquisitions are complex undertakings ith many factors needing to be taken into account to assure a smooth and successful integration of institutions. Although the biggest impacts will be felt by the acquired (or merged) institution, key strategy drivers will often impact both organizations. Here are some that might be considered: • Type of merger/acquisition – e.g., merger of equals, a voluntary acquisition or an FDIC-assisted acquisition • Whether the acquired/merged institution will remain a separate charter, retain its local identity, or be fully integrated and rebranded under the surviving institution • Timing – whether immediate (as with an FDIC-assisted acquisition), in preliminary stages or date certain with definitive agreement • Markets served – e.g., distinct separate geographic markets, contiguous or overlapping markets • Surviving (or new) vision, mission, value proposition and brand promise • Business units – e.g., retail banking, business banking, investments, wealth management, trust, mortgage, etc. • System capabilities and/or limitations, including core processors and other system applications – integration plans and timing of changes • Anticipated community and/or employee impacts (e.g., reaction to FDIC- assisted acquisition, anticipated branch closures, etc.) • Competitive opportunities and/or threats • Alignment of product and service offerings