Why marketing must have a seat at the M&A deal table
And what mid-sized firms miss when they don’t bring it in early
M&A deals often start with the same playbook: cost savings, growth assumptions, and scale advantages. That’s what makes the numbers work.
But cost synergies are the easy part. They’re finite, fast, and usually straightforward to execute.
The real value of a deal comes from sustaining relationships, protecting the brand, and generating new growth. That’s where marketing contributes. And its why mid-sized firms need marketing at the table early—not after the ink dries.
Want a quicker read? Here’s a short version of this article that outlines where marketing adds value, fast.
The risk isn’t the deal. It’s what happens after
When marketing is brought in too late (or not at all), issues show up fast:
- Customers and suppliers become confused or disengaged
- Service delivery stumbles as responsibilities shift
- Digital platforms duplicate or fragment, causing inefficiencies
- Staff are left uncertain, lacking a shared narrative
- Competitors move quickly to poach clients and talent
- The brand – your most valuable intangible asset – loses clarity and traction
Marketing isn’t a bolt-on. It connects strategy to execution. It creates continuity during disruption.
For mid-sized firms, the risk is even greater
Large corporates often absorb cracks with extra teams and external consultants. Mid-sized firms, especially those backed by private equity or founder-led, don’t have that luxury.
They’re running lean. Resources are tight. Reputational damage hits harder, and one misstep can create a drag that takes months to recover from.
Without a dedicated transition lead- or an experienced marketing voice – customer retention, brand clarity, and internal alignment quickly fall through the cracks.
What marketing brings to the deal table
Brand and customer due diligence
Marketers assess brand equity, sentiment, and the strength of the customer base, insights that don’t show up in a P&L. They flag customer segments at risk of attrition and identify brand dilution threats like overlapping promises or misaligned messaging.
Commercial relationship risk
Especially in B2B deals, marketers help map key account dynamics identifying where loyalty sits with individuals (rainmakers) rather than the business.
Comms planning before Day 0
Marketing works with leadership to prepare internal and external messaging, align leadership voices, and free the deal team from reactive comms pressures.
Retention strategies that protect revenue
From customer FAQs to quick win offers and internal toolkits for account teams, marketing helps hold revenue steady while the business finds its footing.
Tech and data oversight
Marketing platforms often house valuable customer data but are rarely reviewed with the same rigour as finance or HR systems. Early involvement helps flag duplication, quality or governance issues, or integration risks.
Brand transition strategy
Marketing evaluates the combined brand(s) and recommends how to move forward keeping, merging, or retiring brands without confusing the market.
Marketing isn’t just about campaigns. It’s spherical
That means marketing touches more than just product and promotion. It influences customers, staff, leadership, systems, reputation, and rhythm. It’s where experience meets execution.
AI, automation, content, and search are reshaping how customers engage and how firms grow. And most deal teams – especially those from financial backgrounds – aren’t set up to lead in this space.
That’s why early marketing involvement isn’t a nice-to-have. It’s an operational advantage.
What to ask in your next deal
- Who’s safeguarding the customer base during the transition?
- Who’s helping staff understand and communicate what’s changing?
- Who’s watching for brand, channel, and customer confusion before it escalates?
- Who’s planning how the new brand (or brands) will show up in the market?
If it’s not marketing, you may have a gap. And in a mid-sized deal, gaps become risks fast.
Final word
Marketing doesn’t just communicate the deal. It makes the deal make sense for the people who matter most.
Cost synergies are easy. Growth takes more than a spreadsheet. It takes execution, clarity and the right leadership in the room early.
Put marketing at the deal table early. It’s not a cost. It’s your insurance policy.
