
More than 60% of global marketers optimistic about business in 2024
While marketers in many countries are worried about a recession, there is also optimism regarding the business climate and marketing budgets.
BRAND ACQUISITIONS
By our News Team | 2022
Study finds brand acquisitions may not work out as planned, as consumer perceptions of the brand become tainted. But this can be mitigated.
Bigger companies frequently acquire smaller, successful, ones with the intention of further growing and diversifying the new brand and its products. But, sometimes, the acquisition will damage the smaller brand in the eyes of consumers. This may even apply when both organisations are of similar size.
Researchers from University of Leeds in England, University of Vienna in Australia, and University of Pennsylvania in the US have published an article in the peer-reviewed Journal of Marketing that examines why consumers develop negative reactions towards acquired brands and explains conditions that reduce this negative effect.
Photo by Sora Shimazaki from Pexels
For example, when Unilever acquired GROM, an Italian gelato (ice cream) company, 83% of consumers polled by a newspaper described the acquisition as “bad news”. This reduced consumer interest led to the closure of several GROM retail outlets, including the ice cream maker’s first store, four years after the acquisition.
Similarly, consumer ratings for The Body Shop, an ethical and naturally-made cosmetic brand, plummeted after L’Oréal acquired it.
Why there are negative reactions
This new study explains why consumers develop negative reactions towards acquired brands in terms of lower brand choice and reduced purchase likelihood.
As Alessandro Biraglia, one of the study authors, explains: “We find that, across product categories, consumers often see an acquired brand as having compromised the authentic values upon which it was founded.
“This perception is triggered not only when a big company acquires a smaller one, but also when the sizes of the acquirer and acquired brand are comparable. Furthermore, the negative effect appears even in the case of partial acquisition, such as 15% of ownership.”
Adds another study author, Christoph Fuchs: “Building on this values authenticity … we find that the negative effect of acquisitions depends on the acquired brand’s values, brand age, leadership continuity, and the alignment between [the] acquiring and acquired brands.”
Among the conditions that lessened the negative effect of acquisitions:
The study lays out the managerial implications of these findings, both before and after the acquisition:
Before the acquisition
“Managers should examine the target brand’s communications and identify whether the vision statement, advertising, social media accounts, and other forms of branding contain any references to growth or reaching a broader range of customers,” explains study author Elisa Maira. “Such cues may make the acquisition process more favourable in the eyes of consumers.”
Thus, targeting brands aligned with the acquiring company’s core values and making this alignment relevant can benefit the acquisition process.
Similarly, scouting for young, promising brands could prove beneficial – potentially giving the acquirer an aura of patronage and a reputation for investing in emerging businesses.
After the acquisition
“Managers should carefully plan how to effectively frame acquisition announcements. If the founders/original owners will not be involved after the acquisition, managers may want to consider retaining long-term employees and highlighting this in communications,” suggests study author Stefano Puntoni.
When the acquirer has values that align with those of the acquired brand, highlighting this can boost perceptions of the acquisition and nurture the acquired brand.
But if there is no strong alignment of values between the acquirer and the acquired brand, the research team suggests that managers focus on other aspects that can benefit from the acquisition. For example, an acquirer could highlight an increase in R&D facilities or a potential increase in product quality.
The Journal of Marketing is published by the American Marketing Association. You can read more about the study here.
While marketers in many countries are worried about a recession, there is also optimism regarding the business climate and marketing budgets.
US industry body warns marketers to be vigilant as programmatic media is ‘complex’ and ‘can be non-transparent’.
Dentsu says big events like the Euro 2024 soccer finals and US presidential election will help to push up spending.
Look for transparency, check results of previous projects, and request an air-tight scope of partnership, advises industry expert.
AMC’s range of Short Courses is designed to complement the study and career-growth initiatives offered by our member countries.
More people also took advantage of deals to buy everyday items, rather than spending on big-ticket luxury goods.
Bath and body well-being brand creates a 3m-high candle and lights it in a busy Christmas shopping precinct to encourage people to ‘reset’.
Data from 2008 recession indicates that, in another recession, the amount spent on higher-priced Fair Trade goods may actually increase.
Interbrand study says lack of growth mindset, weaker brand leadership and poor forecasting are among the key reasons.
Tlali Taoana has experience in strategy, marketing and executive roles, and will expand the capabilities of the business.
AMC President flies the flag at the World Marketing Forum in Thailand, then welcomes Tunisia as the confederation’s 11th member.
Dr. Kin Kariisa is an extraordinary force at the helm of Next Media Services, a conglomerate encompassing NBS TV, Nile Post, Sanyuka TV, Next Radio, Salam TV, Next Communication, Next Productions, and an array of other influential enterprises. His dynamic role as Chief Executive Officer exemplifies his unwavering commitment to shaping media, business, and community landscapes.
With an esteemed academic journey, Dr. Kariisa’s accolades include an Honorary PhD in exemplary community service from the United Graduate College inTexas, an MBA from United States International University in Nairobi, Kenya, a Master’s degree in Computer Engineering from Huazong University in China, and a Bachelor’s degree in Statistics from Makerere University.
Dr. Kariisa pursued PhD research in Computer Security and Identity Management at Security of Systems Group, Radboud University in Nijmegen, Netherlands. As a dynamic educator, he has shared his expertise as a lecturer of e-Government and Information Security at both Makerere University and Radboud University.
Dr Kin did his PhD research in Computer Security and Identity Management at Security of Systems Group, Radbond University in Nigmegen, Netherlands. He previously served as a lecturer of e-Government and Information Security at Makerere University in Kampala, Uganda and Radbond University in Netherlands.
Dr Kin did his postgraduate courses in Strategic Business Management, Strategic Leadership Communication and Strategies for Leading Successful Change Initiatives at Harvard University, Boston USA.