Keeping Merger Havoc at Bay: A Communication Plan Report

This report presents a communication plan designed to mitigate the negative impacts of a merger between two computer manufacturing companies. It emphasizes the importance of strategic communication to employees, managers, and stakeholders. The plan incorporates storytelling to address rumors, establishes a clear timeline, and outlines strategies for handling information leaks. It also stresses the need to arm managers with information and provide a dedicated FAQ section to address employee concerns. The report highlights the importance of considering the long-term implications of the merger and ensuring legal compliance. The effectiveness of the communication plan is measured by the absence of rumors and misinformation. The report provides insights into effective communication strategies to maintain employee morale, manage customer relationships, and ultimately contribute to the merger's success.

Running head: KEEPING MERGER HAVOC AT BAY
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Keeping Merger Havoc at Bay
Student’s Name
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Communication Plan for Merging Companies
In cases when two companies are merging, communication is an important aspect that
should be put into consideration. For a merger plan to be successful, there should be a well
thought off plan and one that is strategic for a transition to be smooth and attain its goals. In
the same case, when the two-computer manufacturing is merging, the communication
departments in the two organizations should be able to come up with a communication plan
that talks to employees, managers, and all stakeholders so that the merger plan well takes care
off (Langer & Elving, 2009). Below is how the communication plan that is developed by the
vice president of the public relations department and communication strategist from the other
manufacturing company should appear.
Storytelling is one of the significant aspects of the communication plan that should
not be left aside. The message should be well designed and quickly enough to get rid of
rumors that may be going among employees and the stakeholders. In the storytelling part,
parts that should be kept and those that will be integrated into a new company should also be
communicated (Pike, 2017). The storytelling part should also be able to have a special
message to partners involved, media, customers and to employees of the two companies.
Timing is the other critical component of the communication plan. Since the two
computer manufacturing companies are merging in two months, the communication should
be done within the first one month to dispel the rumors that may be there and with the aim of
making sure that every person included in the merger understands their responsibility and
role (Gordon, 2015). Key dates that specific activities are supposed to take place should be
added too.
Developing a strategy for a leak is the other important aspect of a communication
plan. The merging information may be kept under wraps but leaking will always be there, and

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for that reason, it is good to have a countermeasure to deal with false reports (Newman,
2016). In cases where there is a worse scenario, it will be up to the two organizations to
release news that is correct to dispel the rumors. This may be through news releases or
statement from spokespersons of the two companies.
Arming managers of the two companies are the other important aspect of the
communication plan. Managers and HR officials should be well updated since they are the
people that will be approached by the employees more often to answer questions in regards to
a merger (Langer & Elving, 2009). Managers and HR officials should have adequate
education for them to offer information to employees when they have been asked anything to
do with a merger. Through that employee's needs will be dealt with appropriately.
Questions segment is the other critical aspect of a communication plan. There will be
many questions coming up with the different groups, and for that reason, it is good to come
up with a FAQ section in a newsletter that will have to address all matters of the merger
within the first one month. The FAQ section should be able to discuss issues concerning
customers, employees, partners and media and all other people that are involved (Pike, 2017).
Some questions may come up, and it may be challenging to answer but is always essential for
all those that are involved in responding to get rid of confusion.
Thinking outside the deal is the other important aspect of a communication plan. This
goes to show that even after a merger of two companies, life will move on. Employees should
be informed that they will be retained (Gordon, 2015). There should be consultation with a
legal counsel to make sure that the entire merger session happens legally. In measuring the
effectiveness of the communication plan, lack of rumors and wrong information will mean
that the communication plan will have worked well.

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References
Gordon, P. A. (2015). Tale of two mergers: a case study in leading change. Journal of
Business Case Studies (Online), 11(2), 87.
Langer, R., & Elving, W. (2009). Corporate Communication. A guide to theory and practice.
Newman, A. (2016). Communication planning: A template for organizational change.
Pike, B. (2017). Mergers: What ethical leaders can do to help ensure success. The Siegel
Institute Journal of Applied Ethics, 4(1), 1.