Leading product marketing through mergers, acquisitions, or divestitures

Let’s face it – mergers and acquisitions (M&A) can be a rollercoaster ride. In the B2B tech world, they’re pretty much inevitable, but that doesn’t make them any less challenging. 

You’ve got to blend cultures, align goals, and somehow keep the wheels turning while the road shifts beneath you. 

Having been in the trenches during Crownpeak’s acquisition of Attraqt, I’ve learned a thing or two about steering product marketing through the chaos.

Why a new go-to-market strategy is non-negotiable

When two companies merge, it’s like a marriage – things change. Suddenly, you’ve got a whole new set of products, a different market landscape, and a fresh batch of competitors.

That’s why you can’t just dust off the old go-to-market (GTM) strategy and hope it fits. You need something new, something that truly reflects the strengths of both sides.

How to nail your post-acquisition GTM strategy

Start with market analysis:

Dive deep into the market. Understand where the opportunities lie and where you might hit a wall. Segment your audience based on this new reality – what worked before might not work now.

Craft a unified value proposition:

You’re bringing together two companies with their own stories. Now, it’s time to tell a new one. What’s the combined value you’re offering? What makes you stand out? Make sure this is crystal clear.

Rethink your channels:

Are your existing sales channels still the best fit? Maybe you’ve acquired new ones like through partners – leverage them. This is the time to experiment, test, and refine how you’re reaching your customers.

Reevaluate pricing and packaging:

With new products in the mix, your pricing strategy might need a facelift. Bundling might make sense, or perhaps it’s time to adjust pricing tiers to reflect the added value.

Brand integration:

This one is big. Your brand is your identity, and now it’s evolving. Make sure all your marketing materials reflect this new identity—consistency is key.

The magic of cross-collaboration

You can’t go it alone. One of the biggest lessons I’ve learned is that cross-collaboration is the glue that holds everything together post-acquisition. When teams from different backgrounds and with different priorities come together, magic can happen—if you do it right.

Tips for making cross-collaboration work

Open up the communication lines:

Regular cross-functional meetings are your new best friend. Use them to align on goals, share progress, and tackle challenges together. Tools like Slack or Asana can keep everyone in the loop.

Align on objectives:

Make sure everyone is rowing in the same direction. Whether you’re in product, marketing, or sales, having shared objectives ensures that everyone’s efforts are complementary.

Tap into diverse expertise:

You’ve got a goldmine of experience and knowledge across your teams – use it. Encourage people to bring their unique perspectives to the table. it’s amazing how often this leads to innovative solutions.

Navigating post-acquisition positioning

Positioning is a critical component of post-acquisition strategy. After an acquisition, your product’s place in the market might shift, and how you position it needs to reflect that. Here’s how to navigate these waters:

Scenarios you might encounter

Add-on or extension:

If the acquired product becomes a part of an existing product, your job is to make sure the added value is loud and clear to your customers.

Upsell or cross-sell:

Sometimes, the new product stands alone but is best sold to existing customers. Leverage the relationships you already have to introduce this new offering.

Standalone product:

In some cases, the new product remains independent. Highlight what’s new and improved – whether it’s better support, wider distribution, or something else entirely.

Part of a bigger portfolio:

When the acquired company/product is added to a broader portfolio of products, it’s crucial to position it within the context of the entire suite.

The key here is to communicate how this product fits within the larger ecosystem and how it complements the other offerings. 

This can also open up opportunities for bundling, where customers can see the value in purchasing multiple products together for a more comprehensive solution.

Bringing different product management teams together for smooth launches

One of the biggest challenges in any merger or acquisition is bringing together product management teams that come from different companies, each with its own way of doing things. 

Different processes, tools, and even philosophies can clash, making it difficult to get everyone on the same page. But if you can harmonize these approaches, you’ll set the stage for smooth, effective product launches across the board.

How to get Product Managers aligned and moving forward

Create a common framework

Start by establishing a shared launch framework that everyone can follow. When everyone is working within the same framework, it’s easier to coordinate efforts and avoid misunderstandings.

Standardize tools and terminology:

Different teams often use different tools and even different languages to describe the same things. Standardizing the tools you use for launches and/or for customer feedback helps ensure that everyone is on the same page. 

Similarly, agree on a common set of terms and definitions. This might sound minor, but it’s essential for clear communication and avoiding confusion.

Foster a culture of collaboration:

Merging teams can sometimes feel like a battle of wills, especially if people are protective of their old ways of working. Encourage a culture of collaboration by setting up cross-functional teams for key projects. 

These teams should include product managers from both sides of the acquisition. This not only helps break down silos but also allows everyone to learn from each other’s strengths.

Focus on shared goals:

Aligning around shared goals is crucial. Make sure that every product manager understands the broader objectives of the merged company and how their product fits into the bigger picture. 

When everyone is focused on the same endgame – whether it’s market expansion, customer satisfaction, or innovation – it’s easier to work together and prioritize what really matters.

Regular check-ins and adjustments:

The integration process isn’t a one-and-done deal. Regular check-ins with the product management teams are essential to see what’s working and what’s not. Be open to making adjustments along the way. 

The payoff: smooth, successful product launches

By bringing together different product management approaches under a unified framework, you will set the stage for successful product launches. 

When everyone is aligned – using the same tools, speaking the same language, and working toward the same goals – you can execute launches more efficiently and effectively. 

This integration is what turns a potentially chaotic post-acquisition environment into a well-oiled machine, delivering value to both the company and its customers.

Delivering without burning out

I confess I struggled with this one. With all these changes, it’s easy to push yourself too hard. But burnout is real, and it’s something you need to actively guard against. 

Set realistic goals, prioritize what’s most important, and encourage a healthy work-life balance. Trust me, your team will thank you for it.

Leading product marketing through M&A requires a strategic approach, adaptability, and effective communication. 

By reevaluating positioning, developing a robust go-to-market strategy, fostering cross-collaboration, and building a resilient team, you can successfully navigate the complexities of acquisitions and deliver sustained value to customers and stakeholders.

If you’ve navigated similar experiences or have additional insights, I’d love to hear from you. Let’s connect and share our strategies for success in this dynamic landscape.