The chapter deals with sensemaking in the context of customer relationships in cross-border acquisitions. It specifically highlights, also illustrated through a case study, the differences in sensemaking that exist between local customers, local representatives of the acquired parties, and strategic managers of the acquirer. Findings point at how the differences in sensemaking lead to reactions and changes based on expectations and social reinforcement, rather than actual experiences. Contributions are made to previous research through enriching the discussion on sensemaking related to acquisitions by taking a triadic perspective (focusing on the acquirer, the acquired party, the customer) on international acquisitions, and highlighting the strategic/operational level chasm in such endeavors.