Page 119 - Crisis Communication Practical PR Strategies

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1 100 Crisis Communication

levels of employee discussion, script for a security analysts’
session and a Q&A.
Results
Negotiations on the final details of the transactions continued to
the last moment, culminating over a weekend. In time for a pre-
market announcement in Europe, the information crossed
newswires around the world, and triggered the comprehensive
plans already in the hands of communication and executive
managers in both companies. Field office staff had customized
information from their own managers by the time they arrived at
their desks that Monday morning (and in many cases, had
received electronic notification even earlier). By the end of the
second day after the announcement, all staff of the acquired
company had been in meetings with the leaders of both compa-
nies, security analysts had been briefed, community leaders in
affected locations had been reached and media coverage was
factual and supportive. Within months, the high retention of field
staff and customers by the new ownership (and new brand iden-
tity) – along with strong stock performances for both companies
– signalled a very successful M&A communication effort.

Moving business from The Netherlands
to Germany
Marianne de Bruijn

In February 2006 the management of a French firm with 23
shops and a distribution centre in The Netherlands decided to
move its entire distribution to Germany. The company had sold
products in The Netherlands for many years. At the time of the
reorganization about 90 per cent of all products were sold by
distance selling, for example through the internet. The main
reason for the reorganization was the overcapacity of the
German distribution centre.
About 65 people were affected personally by the reorganiza-
tion. Of this group 40 people worked in ‘pick and pack’ and 13
worked in data-entry. Most of the employees to be made redun-
dant were women who worked part-time and were loyal to the