The purpose of the qualitative study was to explore market-oriented approaches to premerger and postmerger integration. The study comprised 22 semistructured interviews and a phenomenological research design with a focus on examining strategies, patterns, and themes that emerged from lived experiences of business executives who led acquisition efforts in the U.S. biopharmaceutical industry between 2001 and 2008. The conclusions in the study comprised 24 core themes related to customer retention, market-oriented strategies, and leader effectiveness during merger processes. Three overarching implications emerged during the study: (a) postmerger customer retention is a problem worthy of attention, (b) business leaders who use market-oriented strategies are likely to maintain and augment postmerger customer relationships, and (c) business leaders who lack requisite merger experience may be ill equipped to develop strategies for effective postmerger communication.