Customers are a critical litmus test of how well an M&A deal has actually delivered on its promises. While financial projections and anticipated synergies may indicate success on paper, how customers respond—through continued engagement and product adoption—often signals long-term stability for newly integrated organizations.
And yet, communication with this critical group is not always prioritized. A recent McKinsey survey found that despite leaders citing customer feedback as a top source of growth ideas (second only to internal R&D), only 23 percent engage their customers regularly. Deal teams hesitate fearing regulatory missteps or customer anxiety. But in our experience, proactive communication and enhanced customer experience are often the hallmarks of successful deals and integrations.
In today’s uncertain M&A environment, marked by increased regulatory scrutiny, geopolitical uncertainty, and integration delays, silence carries real risk. Between 2012 and 2022, the 100 largest global deals saw a 35 percent longer gap between announcement and close; in the US and Europe between 2017 and 2022, that figure rose to 50 percent. During these extended windows, disengaged customers are more likely to churn—just when loyalty matters most.
In our M&A work with clients, we focus on five ways to strengthen customer trust and ease anxiety building on global case examples.
Communicate a compelling customer narrative
A primary question every customer needs answered is “What does this deal mean for me?” Companies must formulate a clear value proposition through a compelling narrative focused on how customers will benefit from resulting synergies— be it through expanded offerings, differentiated pricing, bundled services, or access to new markets—why these benefits trump those offered by competitors, and what to expect in the near term. This narrative should anchor all communications, including those to employees and regulators, to maintain consistency and leave no room for ambiguity.
Segment customers to personalize engagements
Tailored outreach by customer type enables companies to address specific concerns, manage risk, and reinforce trust. Following are four typical customer segments:
- Strategic accounts. The top 20 to 30 revenue-generating customers should receive direct, personalized engagement from senior leaders. For example, the CEO of an industrial major launched a global roadshow to engage top customers after completing an acquisition. She made stops at key industry events, hosted one-on-one meetings, and convened roundtables to bring different customers together. The CEO and her team prepared extensively, with foundational assets such as customizable pitch decks and talking points, and ‘dry runs’ ahead of each engagement to perfect the delivery of the material and take on tough questions.
- Shared customers. Customers with connections to both entities are especially vulnerable to disruption due to product overlap, pricing changes, or account restructuring. Dedicated hotlines, virtual agents, and targeted FAQs, backed up by real-time feedback such as satisfaction surveys, can help maintain confidence and continuity.
- All customers. Regardless of size or revenue, customers across both organizations need timely updates on the deal’s progress. In some cases, legal disclosures may be required. In one cross-border acquisition that highlights the importance of clear, proactive communication, an Indian pharmaceutical company was contractually obligated to notify government customers of a change in control. Failure to do so could have triggered service disruptions, contract breaches, or termination. In consumer-facing sectors, where customers are not contractually bound, the risk of churn is high. Mass communication tools—paid ads, social media, and in-store signage—are essential to reach a broad, diverse customer base. In one banking acquisition in Australia, the acquirer used targeted media campaigns to articulate the benefits of the deal widely, which helped reassure customers. In another M&A, where the acquired brand was retired, the acquirer signaled continuity and respect by honoring legacy sponsorship commitments.
- Strategic partners. In many industries, distributors and wholesalers are key conduits to the broader customer base. Keeping them informed and providing them with accurate, timely messaging is critical to ensuring that the right information is cascaded and misinformation prevented.
Sequence messaging with precision
Timing and a cadenced communications plan are as critical as the message itself. While ensuring adherence to antitrust regulations and avoiding sensitive disclosures, such as deal closure dates or integration specifics, companies can use media and external communications to shape the overarching deal narrative and highlight benefits. Any direct pre–day one outreach to target customers must be carefully vetted by legal teams.
For day one, communication assets must be ready for immediate rollout. It is vital that customers hear from the company first, not the media. By the time the announcement goes public, frontline teams and customer-facing platforms should already be equipped with the right messages, FAQs, and escalation pathways.
When an Asia–Pacific industrial company acquired a European peer, timing and preparation were crucial in calming customer anxiety. Customers faced multiple changes, from new leadership and relationship managers to updated terms and compliance processes. To reinforce trust, the communications team, in close coordination with the integration management office, rolled out more than ten targeted engagement activities mapped to key milestones: announcement, day one, day 100 and beyond.
Empower sales teams and invest in their communications capabilities
The first point of contact for customers is often the sales representatives, with whom they have developed long-term relationships. It is imperative to engage this group to avoid inconsistent messaging. As trusted relationship owners, they need to understand the deal’s impact, believe in its benefits (both for customers and for themselves), and be prepared to address sensitive questions. Successful organizations equip sales teams with up-to-date information about the transaction, its impact, and potential roadblocks. Regular briefings, clear messaging, prepared answers to critical questions ensure that sales reps are aligned, proactive, and ready to reinforce trust at every touchpoint. Sales activation workshops focusing on communication best practices help these teams tailor conversations to customer archetypes and objectives, answer tough questions, and convince uncertain customers of the combined company’s value proposition.
A Southeast Asian steel manufacturer, following an acquisition, set up a war room through the first 100 days to manage the integration with a particular focus on preparing sales leaders and keeping an eye on managing key accounts. This ensured minimal disruption to existing services, and awareness and education of expanded product offerings, availability, and pricing.
Bridge the gap between culture and customer
In M&A, culture is typically viewed through an employee or company lens, but its impact on customer experience is equally critical. Post integration, customers may find themselves suddenly interacting with new leaders, sales teams, or service leads from different regions or business cultures. For customers used to the "old way" of doing things, the shift can be unnerving.
Companies can address this proactively. When specific cultural norms—such as a preference for a formal tone in communications, addressing certain individuals with their titles or prefixes, or preferred timings for customer calls (for example, avoiding weekends) are important for legacy customers, coaching leaders and sales teams on these nuances will go a long way in preserving goodwill.
As a Southeast Asian organization expanded across the region and rotated talent internally, it developed guides to define etiquette and norms, laying the groundwork for consistent and collaborative working practices. In another cross-border acquisition, the acquirer reinforced across all communications its mission to expand access to affordable healthcare. This not only aligned internal teams but also shaped the customer experience—reinforcing trust among patients and communities who depended on low-cost care.
Amid the operational complexities of a merger, customers, and competitors, are listening closely for signals of stability, clarity, and care. Strategic and proactive engagement is how companies show customers they remain a top priority— building trust for the future.