Why do almost three-quarters of all mergers and acquisitions fail due to poor communication? Why do key employees leave the company precisely when their expertise is most urgently needed? How do successful companies manage to handle even complex transactions without major turbulence?
The answer lies in a well-thought-out M&A communication strategy. Especially in Switzerland, where, according to a Deloitte study, M&A activity will pick up again in 2025, professional communication will be a decisive factor for success. With 464 mergers and acquisitions in 2024, the Swiss M&A market remains highly active – and the demand for transparent, trust-building communication is constantly increasing.
M&A transactions are exceptional situations. Suddenly, everything is under scrutiny: jobs, corporate culture, customer relationships. In this tense environment, communication determines success or failure.
A recent study shows that 80% of all M&A transactions fail due to poor integration, and a lack of communication is one of the main reasons. Swiss companies face particular challenges in this regard: the close-knit nature of the compact Swiss business world means that rumors spread rapidly. What is whispered in Zurich in the morning is already the talk of the town in Basel by the afternoon.
The situation becomes particularly critical when different stakeholders have different interests. Employees fear for their jobs, customers worry about the continuity of their support, and investors want to know how the transaction will affect their returns. This is where the wheat is separated from the chaff: companies with a clear communication strategy navigate safely through these turbulent waters.
The art of successful M&A communication lies in sending the right messages to the right recipients at the right time. The rule here is: one size fits nobody.
Employees need security above all else. They want to know: Will I keep my job? How will my role change? Who will be my new supervisor? Clear statements are more important here than sugar-coated platitudes. Swiss employees particularly value direct, honest communication—beating around the bush does not go down well.
Customers are primarily interested in continuity. Will their contact persons remain the same? Will the terms and conditions change? Will the usual Swiss quality be maintained? Especially in the B2B sector, where personal relationships have grown over many years, uncertainty can quickly lead to customer loss.
The media are looking for the story behind the numbers. Why this merger in particular? What does it mean for the business location? Journalists in Zurich, Basel, or Geneva often know the local players personally—which makes professional, but also personal, media relations all the more important.
Investors and analysts want hard facts. Synergy effects, cost savings, market positioning—what counts here are figures and a convincing equity story. The Swiss financial center, with its culture of transparency, requires particularly careful communication.
Long before the first official announcement is made, communication preparations begin. According to M&A experts, this phase is crucial for later success.
In this phase, companies develop their core messages. Why does this transaction make strategic sense? What is our vision? How will everyone involved benefit? These questions must be answered clearly—in a way that everyone in the company can understand and support.
Swiss SMEs often underestimate the effort required for this preparatory phase. But thorough planning pays off, especially in our networked market. A well-thought-out Q&A catalog that anticipates all critical questions can be worth its weight in gold later on.
Announcing a merger or acquisition is like conducting an orchestra: timing, coordination, and precision are crucial to success.
The first day is crucial. All stakeholders must be informed at the same time, but in a manner appropriate to their target group. Employees should not find out from the newspaper, and customers should not find out indirectly. In Switzerland, where discretion and reliability are highly valued, a misstep in communication can cause long-term damage.
The legal requirements are complex. Listed companies must comply with ad hoc disclosure requirements, antitrust law sets limits, and FINMA has its own regulations. This shows why professional advice is often indispensable.
After the announcement, the real work begins. The integration phase can take months or even years—and communication must never be interrupted.
Regular updates are essential. Employees want to know how the integration is progressing. Customers need confirmation that their support will continue to function. The media are critically monitoring whether the promised synergies are actually materializing.
An underestimated factor: cultural integration. When a Zurich-based fintech startup merges with a traditional private bank from Geneva, two worlds collide. This requires sensitive communication that respects and brings together both cultures.
Digitalization has also revolutionized M&A communications. Virtual town halls make it possible to reach thousands of employees at the same time—particularly relevant for companies with locations in Zurich, Basel, Bern, and Geneva.
Modern collaboration platforms create secure spaces for sharing sensitive information. Such tools are indispensable, especially during the due diligence phase when confidential data must be shared.
Social media is playing an increasingly important role. LinkedIn posts by management can build trust, but they must be carefully orchestrated. A careless tweet can quickly become fuel for the fire in the heated atmosphere of a takeover.
Our experience with Swiss companies has revealed clear success factors:
Early involvement of communications experts is essential. Anyone who only informs the PR department shortly before the announcement has already lost. Professional communication must be considered from the outset.
Honesty is the best policy, especially in Switzerland. Do not make promises you cannot keep. Swiss stakeholders have long memories and find it difficult to forgive broken promises.
Leverage local connections: The Swiss media landscape is relatively small. Maintaining positive personal relationships with journalists throughout the country can be beneficial. A background discussion over coffee can be more effective than ten press releases.
The importance of the first 100 days cannot be overstated. This is the period when the course is set. Clear milestones, visible quick wins, and continuous communication create the necessary momentum.
The Swiss M&A market has its own peculiarities. Multilingualism requires communication in German, French, and often English—not just translated, but culturally adapted.
According to KPMG, transactions worth US$115 billion were carried out in Switzerland in 2024. These figures show that the market is highly active and that professional communication is becoming a competitive advantage.
The strong position of employee representatives in Switzerland means that communication with works councils and staff committees must be planned with particular care. Swiss labor law gives employees strong rights—these must be taken into account in the communication strategy.
The federal structure also plays a role. What works in Zurich may not necessarily be accepted in western Switzerland. Regional sensitivities and cantonal differences require tailor-made approaches.
Many Swiss SMEs underestimate the value of professional communications consulting in M&A transactions. However, experience shows that investing in external expertise pays off many times over.
A study by PwC shows that despite a 9% decline in transaction volume, deal values have risen by 15% – a sign that larger, strategic transactions in particular are taking place. With such deals, professional communication is not an option, but a necessity.
Experienced consultants not only bring methodological expertise to the table, but also a neutral outside perspective. They know the pitfalls, have crisis scenarios in mind, and can also act as a buffer between the parties if necessary.
Modern M&A communication is measurable. KPIs such as employee turnover, customer retention rates, and media response clearly show whether the communication strategy is effective.
In Switzerland, where stability and continuity are highly valued, these figures are particularly significant. Increased staff turnover following a merger is not only expensive—it also sends fatal signals to the market.
Regular pulse surveys among employees provide valuable insights. Where is there uncertainty? What rumors are circulating? Only those who have their finger on the pulse can take countermeasures.
The power of communication in M&A transactions is often underestimated—until it's too late. In the interconnected Swiss business world, where reputation and trust are built up over decades, communication failures can have fatal consequences.
Successful M&A communication is not rocket science, but rather the result of careful planning, consistent implementation, and continuous adaptation. It creates trust where uncertainty prevails and clarity where confusion threatens.
Are you planning a merger or acquisition and want to leave nothing to chance when it comes to communication? Brand Affairs supports you in developing a tailor-made communication strategy that gets all stakeholders on board. With our experience in the Swiss market and our network of communication experts, we accompany you from the initial planning stage to successful integration.
Contact us for a no-obligation consultation. Together, we will develop an M&A communication strategy that suits your company and ensures lasting success.
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