Situation:

A private, faith-based R2 university began discussions about the acquisition of a smaller university facing existential financial issues. While the smaller school was going to be forced to close its doors, it sought an agreement with a partner that would preserve its legacy and history. The acquiring school sought to complete the agreement in alignment with its values and avoid the perception that it was taking unfair advantage of another school’s misfortunes. BMCG was retained by the acquiring university to work with both schools on this complex, delicate agreement, which would be announced within 90 days.

Actions / Recommendations:

  • BMCG developed a strategy that focused on partnership and shared values between the schools rather than merely a land acquisition. Key to the strategy was a stakeholder-centric strategy that focused on the care and well-being of the students, faculty, and staff most impacted by the acquisition.
  • Development of Q&A for all stakeholder groups (students and families, faculty, staff, donors, community members) from both schools as well as multiple community messages from both presidents.
  • Contentious Meeting training for leaders of both institutions to prepare them to share the news with various stakeholder groups. Training included a half-day group training session and one-on-one sessions for key leaders.
  • Media training and preparation for both presidents
  • Media relations including an exclusive interview with an influential reporter and media outlet
  • Development of a detailed, minute-by-minute rollout plan that detailed the complex coordination and sequence of a range of activities actions and responsibilities on the day of the announcement
  • Development of two microsites – one for the acquired university, the other for the acquirer – to serve as a resource for students, families, and employees, as well as dispel rumors and misinformation

Results:

The news began to leak as had been anticipated due to the increasing number of board members and administration members who were aware of the acquisition, but because all materials were fully developed and leaders were well trained and prepared, both schools were able to execute the roll-out plan flawlessly, albeit ahead of anticipated schedule. Though the initial criticism was expected, the stakeholder-centric approach minimized the tension and allowed for a smooth transition. Presidents of both schools were perceived as partners in the agreement with the shared goal of caring for those most impacted by the acquisition.

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