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The Deloitte Consumer Products M&A Survey: Feeling the pinch
Deloitte, January 2013
This report provides insight and analysis from a macro-economic perspective of M&A activity across the key consumer products sub sectors, using M&A data provided by 36 leading European companies.
This report provides insight and analysis from a macro-economic perspective of M&A activity across the key consumer products sub sectors, using M&A data provided by 36 leading European companies. The report also gives Deloitte's view of the M&A outlook, future profitability levels and actions to address the changing patterns in consumer behaviour. The report finds that respondents are slightly more optimistic about the outlook for European M&A activity, consumer confidence is expected to continue to be fragile, and some consumer products companies are engaging more directly with consumers via social media.
Mergers in a changing market research world
Michael Mitrano , ESOMAR, Congress, Atlanta, September 2012
This paper examines how M&A activity has brought about major change in the composition of the market research industry – and the effect that consolidation has had on MR companies and clients.
This paper examines how M&A activity has brought about major change in the composition of the market research industry – and the effect that consolidation has had on MR companies and clients. It includes detailed statistical analysis of this consolidation trend, covering the 1995-2011 period, as well as analysis of the major MR players: Kantar, GfK and Ipsos. For the future, the authors predict that the consolidation trend will not reach an end point of there being just a few big companies left; instead, there is likely to remain a mix of large and small companies, creating a diversity of opportunity for employees, buyers and agency owners.
Facebook and Instagram
Ciarán Norris, Mindshare, April 2012
This brief article looks at the sale of mobile photo-sharing app, Instagram, to Facebook for $1 billion.
This brief article looks at the sale of mobile photo-sharing app, Instagram, to Facebook for $1 billion. With 30 million users, and only two years old, the app had no clear monetisation strategy despite having received $57.5 million in funding. The product is expected to be kept alive as a separate brand, with added development support. The benefit to Facebook is in its mobile offering and it will be a interesting and practical platform for brand communications.
Increase your odds of M&A success with brand architecture (Landor Perspectives 2011)
Martin Bishop, WPP Atticus Awards, Highly Commended, 2011
This article argues that a solid brand architecture plan can improve the chances of success of mergers and acquisitions (M&A) that involve a range of different brands.
This article argues that a solid brand architecture plan can improve the chances of success of mergers and acquisitions (M&A) that involve a range of different brands. It says that the challenges of building value from acquired brands depend on the brand architecture already in place. It discusses the advantages and challenges of brand acquisitions for different types of brand architecture, such as "house of brands" companies (e.g. Procter & Gamble) and "branded houses" companies (e.g. Accenture). The article also provides tips for M&A success, including valuing brands based on the worth to your business and having a transition plan ready to implement as soon as the deal closes.
Growth strategies: Ignore culture and brand fit at your peril
Terry Tyrell, Market Leader, Quarter 4, 2011, pp. 28-30
Terry Tyrrell argues that the mismatch of cultures and failure to examine brand fit lies at the root of the problem with many mergers and acquisitions.
Terry Tyrrell argues that the mismatch of cultures and failure to examine brand fit lies at the root of the problem with many mergers and acquisitions. A more prominent role for marketing in the due diligence would help. Some mergers fail spectacularly. Some of those companies struggle to reverse their fortunes but not without substantial cost; while others were simply bad ideas doomed from the outset. One of the primary objectives of any M&A strategy should be to increase brand equity. Vision and communication are at the heart of brand building, which is also at the heart of successful integration. When intercultural differences are ignored during the evaluation and negotiation stages of a merger, integration inevitably fails. Consider the end point at the beginning and have the best goal in mind from the start.
Microsoft and Skype
Norm Johnston, Mindshare, May 2011
Discussion of Microsoft's acquisition of Skype - a service offering online phone calls. It's predicted that Microsoft's strong global ad sales force will be exploring several ways to grow Skype's online advertising revenue.
Discussion of Microsoft's acquisition of Skype - a service offering online phone calls. It's predicted that Microsoft's strong global ad sales force will be exploring several ways to grow Skype's online advertising revenue. The company will also attempt to add Skype features that appeal to social media-hungry youth. Generally, Microsoft's success in building advertising revenue on Skype is predicated on their ability to balance their commercial objectives with their customers' desire to have a good user experience.
Microsoft and Nokia: Help Me, Help You
Marco Botticelli, Mindshare, February 2011
Microsoft and Nokia announced a strategic alliance that will see the two companies come together to create a global ecosystem in the mobile space and will result in Windows Phone becoming the main operating system on Nokia phones.
Microsoft and Nokia announced a strategic alliance that will see the two companies come together to create a global ecosystem in the mobile space and will result in Windows Phone becoming the main operating system on Nokia phones. Nokia has struggled to develop its next generation operating platform, while Microsoft has been successful in launching its Windows 7 phone but lacks the scale that Nokia has. This is intended to regain share in the mobile market lost by both companies to Apple and Google.
M&A: Merged brand clarity
Martin Bishop, Admap, February 2011, pp. 22-25
Brands often suffer after mergers and acquisitions because they are not sufficiently prominent in the deal process.
Brands often suffer after mergers and acquisitions because they are not sufficiently prominent in the deal process. It is vital to develop a robust, well-articulated brand architecture strategy. Make sure your acquisition offer reflects the value of the brand to you and how you will use it once the deal closes. The critical question is what opportunities do you have to build brand value? Forward planning is critical. Have a transition plan ready to implement once the deal closes. The speed and efficiency of brand integration once the deal closes are critical. Acquired brands should not be in limbo for very long.
Brand mergers: A marriage of brand fit
Terry Tyrell, Admap, July/August 2010, pp. 16-17
Mergers run a high risk of failure if the parties involved do not fully understand how the respective brands and cultures will fit together.
Mergers run a high risk of failure if the parties involved do not fully understand how the respective brands and cultures will fit together. Before going ahead, the parties involved must satisfy themselves on certain questions, including: what are the combined drivers of reputation that can add value? How will the new company position itself? Will the acquirer have the majority of the target company's voting stock to acquire complete brand control? And what are the relative brand strengths of the two entities? This should not be damage limitation, but a positive means of creating cohesion and building a competitive advantage.
Consumer-based brand equity conceptualisation and measurement: a literature review
George Christodoulides and Leslie de Chernatony, International Journal of Market Research, Vol. 52, No. 1, 2010, pp. 43-66
Although there is a large body of research on brand equity, little in terms of a literature review has been published on this since Feldwick’s (1996) paper.
Although there is a large body of research on brand equity, little in terms of a literature review has been published on this since Feldwick’s (1996) paper. To address this gap, this paper brings together the scattered literature on consumerbased brand equity’s conceptualisation and measurement. Measures of consumerbased brand equity are classified as either direct or indirect. Indirect measures assess consumer-based brand equity through its demonstrable dimensions and are superior from a diagnostic level. The paper concludes with directions for future research and managerial pointers for setting up a brand equity measurement system.
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