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It was good to read in Emerging Cultures (Campaign, 15 March) how three direct marketing businesses that have recently been through mergers have addressed the key issue of integration and taken both its planning and execution seriously. Out in the wider world, one could only wish that more attention was paid to this vital component for success. But hidden within the article was an interesting comment that perhaps gives a clue as to why so many mergers are not conducted this way.
"Ours wasn't so much a merger as a takeover," Steve Harrison, the creative director and founder of Harrison Troughton Wunderman, says, and therein lies the potential for making a mess of the whole caboodle. It is a truism widely held that there is no ...