A merger is a transformative time for any professional services organization, offering opportunities to redefine the mission and reshape market perceptions. Yet many merged brands fail to make a lasting impact on buyers, landing with a resounding, “whomp, whomp.”
In the first half of 2025, FOCUS Investment Banking reported 335 professional services mergers — an 8.5% increase from the previous year. Despite this growth, too many mergers fall short of their potential. Here are the top reasons why.
- Client benefits are not clear
Mergers often stumble when messaging focuses on the growth and needs of the new entity rather than the benefits to clients. An objective, disciplined analysis of how clients will truly benefit — both functionally and emotionally — is essential to crafting an impactful brand story.
- The new name is not memorable
In the mergers we’ve advised, legacy names are often overvalued. Many firms assume their name recognition is stronger than it is, even when market research suggests otherwise. Long, multi-word names are particularly problematic — they’re unwieldy on social media, and news outlets rarely use them in full. Focus on a name that is simple, memorable and visually adaptable. Otherwise, the marketplace will shorten it for you, and you may not like the result.
- Post-merger marketing gets short shrift
A splash page, a social media post, and a website update are not enough to establish a new brand. Postmerger, invest in sponsorships, advertising and a disciplined social media and PR program to reinforce your identity. While ongoing clients will see reminders through your work, prospects and influencers need consistent reinforcement for at least 18 months. Unfortunately, post-merger marketing is often underfunded — it’s seen as an expense rather than an investment in the brand’s future.
- The new visual identity plays it too safe
A merger is a chance to create buzz, and a bold visual identity can help achieve that. Yet many new identities fail to stand out. The main culprits? A lack of understanding about branding’s role and leaders who fear internal backlash if they push boundaries. Playing it safe may keep internal stakeholders comfortable, but it won’t move the needle externally.
- Internal audiences are not well-equipped to talk about the new organization
Your people are your best brand ambassadors, but only if they’re prepared. A robust internal messaging plan before the merger and a comprehensive integration plan afterward are critical. Wordy memos and dull meetings won’t inspire anyone. Instead, use engaging tools like videos, infographics, and playbooks to build understanding and excitement.
Mergers can be disruptive, but when they are client-focused and well-managed, they become powerful business development tools. Tell a strong story about the benefits to all involved, and you’ll see the excitement take hold.