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O P I N I O N
T iming and messaging are essential for seamless mergers and acquisitions. You have to consider when and how to announce a change in ownership, when and what to tell your employees and clients, and when you should officially change your name. Developing a communication program with the right messaging principles is the proactive approach to ensure a successful transfer of brand equity. Acquisition communication and messaging
Developing a communication program with the right messaging principles is the proactive approach to ensure a successful transfer of brand equity – a benefit to both the buying and selling firm. Kyle Copelin founded EPOCH in 2012 and grew it to become a successful and thriving 11-person architectural design firm in South Bend, Indiana. As the years passed, Kyle wanted his staff to have as many opportunities as possible to grow and develop. What would the future of EPOCH look like 10, 20, 30 years down the road? A stable continuum of growth would be critical for their longevity. Then, Kyle met Jeff Lewis, vice president and office director of Shive-Hattery’s South Shore Corridor design office. The two became quick friends and as their
professional and personal relationship evolved, Kyle learned about Jeff’s experience when Design Organization joined Shive-Hattery in 2012. What Jeff shared gave Kyle pause to consider whether Shive-Hattery might also be the right fit for EPOCH. “I was warned during a networking group meeting of the pitfalls of joining another firm,” said Kyle. “It can be a big mess if not handled correctly or done for the right reasons. I truly felt, without question, that wasn’t going to be the case. I had Jeff’s experience to lean on. He advocated for it all the way and I trust him.” Let’s take a look at what worked for EPOCH when they joined Shive-Hattery. CULTURAL FIT. As part of his due diligence, Kyle looked deeper to determine if Shive-Hattery
Jenny Phan
Kyle Copelin
See JENNY PHAN & KYLE COPELIN, page 3
THE ZWEIG LETTER JUNE 14, 2021, ISSUE 1396
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