8 M&A Priorities

Priority 1: Market opportunity validation

• How are we, as a combined company, positioned in our existing markets, and how can we sustain our differentiated capabilities to sustain our growth?
• What new opportunities are available to pursue as a result of the deal, and which of them have the highest growth potential?
• How will our target markets shift as a result of this merger or acquisition?

Priority 2: Go-to-market strategy

• What are the specific market segments for both companies, and what is our combined value proposition for each segment?
• How should specific market segments be targeted—via direct and/or indirect sales channels?
• Does the new entity create channel conflict, and if so how much?

Priority 3: Setting revenue targets

• What are our revenue and margin goals for this acquisition?
• Who will be accountable for the results?
• How will initiatives be tracked?

Priority 4: Product and service portfolio rationalization

• What products and services will be included in our post-deal portfolio?
• How will they be bundled in terms of value proposition and priced?
• To what extent will we need to rationalize redundant products and services?
• How do we confirm portfolio alignment with our business and go-to-market strategies?

Priority 5: Sales and channel execution

• How should our sales organization be structured in terms of territories and assigned coverage?
• What is the new sales incentive or compensation model, and how will it be communicated and administered?
• What is the right mix of channels to reach customers?
• How will our partners be affected by the proposed new model?

Priority 6: Brand strategy refinement

• What associations do customers have with both companies’ product and corporate brands, and which will resonate more strongly given the go-forward strategy?
• How can we improve the power and strength of the two portfolios and brands?
• What is our plan to transition to the new brand strategy? What specific marketing campaigns are required?

Priority 7: Customer service model

• How will we maintain and enhance our service levels post-deal-close?
• How does our service model need to scale up to support growth?
• Can we develop a common service model that supports the vision of the combined capability?

Priority 8: Defining customer experience

• How does the customer experience of the combined company compare to leading practices?
• Does the acquisition present an opportunity to create something better?
• What changes, if any, are expected in the customer experience life cycle based on all areas of the integration plan?

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