The economic meltdown caused by the Covid-19 pandemic will have severe secular repercussions in the US, Europe and around the world. The financial reengineering and corporate restructuring soon to occur is certain to result in a spate of mergers, acquisitions and divestitures. Some of these transactions will be domination plays, where financially stable market leaders will acquire vulnerable competitors, coveted technologies or entry to new markets. Others will be survival plays, where weakened companies with inadequate liquidity find their best path to growth is to merge their talent, technology and balance sheets.
In either scenario, brand managers will face new challenges in the aftermath of a global pandemic. Investors will be cautious, seeking proven business models, reliable cash flows and established brands. Customers will be wary of any new entity, or brand, that does not clearly add value in a challenging climate. And employees will be more skeptical than ever. Having survived a major economic contraction, and subsequent layoffs, they will be tired of doing more with less and may be reluctant to support unproven new ventures.
Regardless of the catalyst for the transaction, brand stewards will recognize a moment like no other to advance their company’s business strategy and simplify their brand experience. They’ll do this by building brands that deliver greater clarity and utility for customers, investors, and talent alike. And they’ll do it at deal speed.
Written by Siegel+Gale