Managing a merger

First published 24 October 2017 • Updated 02 March 2018

Mergers and acquisitions are often mentioned in the same breath, but they’re very different beasts. If you are joining forces with another business to create a new company, this presents its own unique set of challenges.

Merging two companies as equal partners is a delicate process to manage – indeed, true mergers are relatively uncommon, as more often one company tends to be the junior partner. Even more than an acquisition, a merger needs to be mutually beneficial, with the goals and demands of both companies given equal weight. But if you can get the balance right, a merger may have the advantage over an acquisition by preserving the best qualities of both companies, without one superseding the other.

Before the merger ask yourself…

Why are you doing this?

Make sure you have clear reasons for wanting to merge, and your goals for this merger especially. This inevitably means in-depth discussions with the owner(s) of the other company, as your vision should be fully aligned by the time you agree to the deal. Define your goals and success factors clearly, with the help of a diverse group from across both companies.

Maybe you want to scale your business, grow your market share, or eliminate a competitor. Or maybe the business you’re merging with has certain systems or distribution channels that you want to benefit from. Whatever your objectives, keep them front and centre of your merger strategy. This clarity of vision is important as you steer your combined teams through the changes to come.

Is your business ready?

It’s vital to make sure your business has the financial health required to merge with another. Appoint accountants to conduct a thorough internal audit, so you can determine whether your business has the liquidity and robustness it needs to carry out a deal. This should also reveal how much finance (if any) you need to raise to complete the deal – corporate finance accountants can help here.

Last but most importantly, both you and the merging company should conduct due diligence on each other to test the strategic fit of the merger and prevent unpleasant surprises.

During the merger make sure you…

Keep open channels of communication

You’ll be merging not just processes and operations of your two companies, but the cultures too. Therefore communication is paramount. Keep it clear and open – in fact, err on the side of overdoing it. Staff can become uneasy even at the rumour of a merger, and rumours spread fast. Give the maximum reassurances you can, and push the benefits constantly – alongside any practical information you need your people to take on board.

The working group established at the start of the process should lead the transformation, and keep all relevant parties in the loop. Good communication can make everyone feel like part of the great adventure.

Establish milestones

No merger goes completely smoothly, nor to plan. The key is to move quickly and learn as you go, adapting your approach as needed. Nevertheless it’s still important to set milestones and targets across the new company, with incentives for employees to assist integration, while holding managers to account.

Pay attention to detail

It could be the small, everyday details that will determine how successful your merger is. Do your best to ensure that your staff are shielded from the upheaval, so they can continue with their duties as seamlessly as possible. Keep them happy by attending to the little things (e.g. can they still book holiday?) and you’re less likely to get discontent in the ranks.

Be prepared for what may happen afterwards

Protect your business if things go wrong

The unfortunate reality is that some mergers fail. If this happens, it’s most likely to occur mid-integration, during the critical transition period. Do all you can to make this a success, but don’t stake everything on it – ensure that both you and the other company have a contingency plan. The contract between you should have a clause that deals with failure, from how failure is defined to what should happen in those circumstances. Each company should have its own solicitor so that you can agree the terms of that clause.

The best way to minimise the chances of such failure – and maximise the benefits of a successful merger – is to take the necessary legal and accounting advice at every stage of the process. With a combination of business vision and technical insight, you can make your new company greater than the sum of its parts.

Now find out about raising funds for corporate transactions.

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About the author
Nick Green
Nick Green
Nick Green is a financial journalist writing for, the site that has helped over 10 million people find financial, business and legal advice. Nick has been writing professionally on money and business topics for over 15 years, and has previously written for leading accountancy firms PKF and BDO.