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M&A Growth Strategy

Mergers and Acquisitions enable numerous opportunities for growth.  Organizations pursue these initiatives for a number of reasons—e.g. to expand further, attract more clients, or to broaden their product / service offerings.  Scores of M&A transactions materialize across the globe each year, but not all of them achieve the synergies such deals promise.  As a matter of fact, the success ratio is just around 27%.

The M&A Growth Framework is a structured approach to enhance the odds of a successful M&A transaction.  This approach is instrumental in helping organizations capitalize on growth opportunities locked in M&A deals.  The framework comprises 10 phases scattered across 3 timeframes:

  1. Pre-deal Preparation
  2. First 100 Days
  3. Post-deal Closure

The 10 phases of the M&A Growth Framework organized under the 3 timeframes include:

The M&A Growth Framework facilitates in finding growth opportunities, aligning them with Go-to-Market Strategy, reinforcing Customer Experience, and enabling Organizational Readiness for Post-merger Integration after the M&A.

Let’s dive deeper into the first 3 phases of the M&A Growth Framework for now.

Growth Opportunities

The first step in achieving growth from a Merger or Acquisition deal is to identify and analyze the opportunities essential for growth.

Identification of growth opportunities necessitates:

  • Gauging the ability of the new company to enter target markets.
  • Conducting one-to-one interviews and Focus Group Discussions with key people from the management and customers to develop points of reference for existing key competencies.
  • Identifying and translating growth opportunities into initiatives.
  • Quantifying growth with timeline requirements.
  • Prioritizing opportunities based on their magnitude, viability, and potential for effective execution.
  • Utilizing clean teams to ensure confidentiality of data.

Go-to-Market Strategy

Identification and prioritization of growth opportunities necessitates delineating the Go-to-Market Strategy of the combined entity.  This phase assists in achieving the newly-formed company’s stated growth targets, business continuity objectives, and proficient utilization of unified team and resources.

Key steps involved in this phase include:

  • Combining the acquired entity’s product/service portfolio with the buyer’s offerings.
  • Ascertaining and prioritizing strategic inputs.
  • Translating the information and inputs available into prioritized action items.
  • Segmenting the customers and their needs.
  • Creating Go-to-Market plans.
  • Connecting the sales channels with the unified company’s product mix.
  • Ensuring resource readiness, sales targets, coverage, and channel mix.
  • Finalizing marketing plans: communication, branding, targeting, product mix.

Customer Experience Strategy

As part of integrating the 2 unified companies, it is critical for the senior leadership to develop and deploy a Customer Experience (CE) Strategy.  A consistent Customer Experience derives more value from existing customers, aids in the continuation of operations, and boosts customer spending.

Key steps in this phase entail:

  • Appraising the existing customer experience, interactions, and customer pain points.
  • Developing a customer-focused organization by creating seamless CE “personas” and customer journey maps.
  • Identifying and ranking CE improvement initiatives.
  • Implementing CE enhancement initiatives, monitoring outcomes, and correcting the course.
  • Integrating the customers and Customer Experiences of the acquirer and the target companies.

Interested in learning more about the other phases of the M&A Growth Framework ?  You can download an editable PowerPoint on M&A Growth Framework here on the Flevy documents marketplace.

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About Mark Bridges

Mark Bridges is a Senior Director of Strategy at Flevy. Flevy is your go-to resource for best practices in business management, covering management topics from Strategic Planning to Operational Excellence to Digital Transformation (view full list here). Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization by leveraging Flevy's library of best practice methodologies and templates. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.

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