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Apr10
Your priority consumers/customers? Employees
Let's see.  We're 90 days and change into a year the biz pundits said would be rife with takeovers.  For marketers and the brands they wield, mergers and acquisitions have always presented varying degrees of migraines. If you're the engulfer, it's tough enough. If you're the devoured, it's usually the end of the line. But when you've acquired a product line that people like and feel good about, the trick is to maintain the feel-good atmosphere while you, ahem, migrate the acquired brands under your tent. Hmm. Migrate and migraine. No relation in language roots, maybe, but suspiciously similar off the tongue. In consumer land, especially the food business, this is done all the time. Technology marketers can take a lesson here. A.G. Lafley, whose leadership of Procter & Gamble began with a whimper five years ago and is now regarded as a big-bang success story, believes it boils down to earning the confidence of your people. Lafley's as good a role model as any manager can have. He had to make believers out of 100,000 employees and he did it the old fashioned way: face-to-face Q&A sessions in cafeterias and auditoriums throughout the vast P&G empire. The point is that it's hard to find a brand customers get excited about marketed by a company with disinterested employees. Lafley isn't alone, of course. Lew Gerstner, who pulled IBM off the mat and returned it to heavyweight championship status, says the most important thing he ever did was the first thing he did when arrived at Big Blue: get employees on his side.

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