BAI Onboard Acquired Customers Survey

A. We have a segmented, personalized messaging strategy for acquired customers that leads to high retention rates.

B. We will build our communication strategy when the time comes.

C. Our strategy is to have our branch and contact center help new customers if they have questions.

A. Our M&A team has the expertise and dedicated time to provide a smooth transition and communicate with new customers.

B. We expect our existing agency to manage our merger communications, compliance, and regulatory deadlines.

C. Our internal operations and communications teams will be able to offload their day-to-day responsibilities to focus on a merger.

A. We have a hierarchy-based contact list with talking points ready and will train our team on what to say and when to say it.

B. We will only let a few executives talk openly about the merger once we announce it.

C. We prefer to share as little as possible until all merger details become known.

A. We know how to evaluate culture compatibility and its importance to the success of a merger.

B. We feel cultural fit is secondary to financial performance and growth.

C. What do you mean by cultural fit?

A. Our bank values the power of data to enhance and personalize customer experience.

B. We rely our core system providers to provide clean, householded, and segmented customer data.

C. Bank databases have too many errors to trust. We trust our experience and instincts more.

A. Merger specialists save us more money than they cost and provide expertise and bandwidth when we need it most.

B. Merger specialists try to sell us more services than we need.

C. Merger communications specialists cost too much.

Is your Institution Ready to Onboard Acquired Customers?