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      "text": "Critically, the acquisition landscape is dynamic meaning a 'set and forget' approach to communications will not work.",
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      "text": "Post-acquisition, the spotlight shifts to internal coordination – integrating teams, aligning cultures, and managing the transition of brands and retention of talent. It is here that there must be an environment of trust and clarity, guiding employees through the new landscape, addressing their concerns, and pre-empting corridor chatter with proactive communication.",
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      "text": "Pre-acquisition, there is a strong focus on discretion and ensuring information that could destabilise the deal is not leaked prematurely. This phase demands vigilance and preparation, with scenario planning and the development of pre-prepared responses for any inadvertent disclosures.",
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      "text": "With this understanding of stakeholders in place, the corporate communications function then sets about developing a legally compliant and nuanced communications plan that builds a clear narrative, identifies when each stakeholder group is communicated with and adapts messaging to different platforms.",
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      "text": "Priority stakeholders are typically employees (existing and new), investors, regulators, media and, as well as consumers, the broader community. They all need to see the deal as being fundamentally good for them and better than the status quo.",
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      "text": "As the deal progresses and becomes public, this focus on confidentiality needs to be balanced with aligning communication across the merging parties to present a unified front that clearly demonstrates the value of the deal. This means releasing that carefully crafted narrative into the world and responding in real time as it either works or needs recrafting.",
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      "text": "This process of establishing and maintaining stakeholder confidence and support is fundamental across the acquisition lifecycle.",
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      "text": "Simultaneously, this pre-acquisition phase involves the crafting of a compelling narrative that highlights the benefits of the deal to stakeholders while addressing the risks.",
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      "text": "Council members identify distinct challenges across each phase of an acquisition, all of which require a blend of confidentiality and transparency.",
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      "text": "Critically, the acquisition landscape is dynamic meaning a 'set and forget' approach to communications will not work.",
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      "text": "More strategic involvement also sees a key focus in the post-acquisition phase on ensuring the anticipated value of the acquisition is realised. Corporate communications will engage in passive (digital listening) and active (primary data collection) research to monitor stakeholder sentiment and manage any potential negative perceptions and associated reputational fallout.",
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      "text": "You have to have a really clear comms plan in place, outlining all of your stakeholders, a timeline and making sure that you're not just fulfilling your market obligations or regulatory requirements, but you are also helping all company stakeholders understand the value of the transaction.",
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      "text": "First, we have to communicate it to the stock exchange as a relevant event and this has to be the first communication we make. Second, an internal communication so that our employees are immediately aware of it and do not find out about it externally. And third, external communication, and here we use different tools.",
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      "text": "We gather the information, create the plan and then there is constant monitoring of what is happening outside and inside... I mean literally constant, it's like we're in a vigil.",
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      "text": "Lots of acquisitions, especially for bigger companies, leak during the process so the communicator's role is often starting well in advance of an acquisition with a leak strategy.",
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      "text": "Beforehand you worry that the news will leak and afterwards you hope that everybody will agree that you have done the right thing but some may not.",
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