Rebranding in the M&A process is more than a cosmetic exercise – it’s a strategic cornerstone. It shapes how stakeholders perceive the merger, aligns cultures, and communicates a clear vision for the future. When done right, rebranding leads the charge in creating a unified identity that drives loyalty, engagement, and value.

So, why does rebranding so often lag behind? And how can organisations flip the script to make it a catalyst for M&A success? Let’s explore.

M&A may make strategic sense—but without rebranding, it can fall apart

Sluggish economies. Disruptive AI. Ensuring growth is sustainable. It’s a challenging B2B landscape and it’s dialling up mergers and acquisitions (M&A) activity. For many B2B companies, M&A offers a logical path to filling capability gaps and securing long-term profitability.

But while the strategic logic of M&A holds, the practical implementation often falls apart. A wealth of research estimates that 70-90% of M&A efforts fail to achieve their intended outcomes. Reasons range from operational missteps and cultural clashes, to insufficient due diligence and poor strategic alignment.

And there’s one critical factor that’s often overlooked but profoundly impactful: rebranding.

Rebranding should always be front and centre

M&A planning can be chaotic, and rebranding is frequently relegated to the sidelines. As leaders focus on financial synergies, operational integration and legal frameworks, the corporate brand becomes an afterthought – a ‘soft’ issue to be addressed once the dust settles.

Big mistake.

As communication milestones approach, the brand is thrust centre-stage once more. Leadership teams find themselves scrambling to resolve questions of identity, messaging and integration. And this last-minute approach not only disrupts the process, resulting in rushed and often misguided thinking, it can also diminish the long-term value of the merger.

Rebranding value in the M&A process

Why is rebranding so important in M&A?

  • It’s a value-driving asset. A brand drives preference, loyalty and competitive strength. In M&A, it can play a pivotal role in retaining customers and employees, making it as critical as financial or operational assets.
  • It manages the psychology of change. M&A events bring upheaval, creating anxiety among employees, customers, and partners. A strong brand strategy offers reassurance and a clear vision for the future, helping stakeholders navigate uncertainty.

CBC blog link: New ways to build trust in your B2B brand

To address these challenges, CBC recommends adopting a structured approach to managing the brand dimension during M&A. Here’s our practical checklist to help leaders maximise rebranding’s impact during and after the merger process.

Rebranding checklist for M&A success

1. Involve your rebranding partner early

Brand evaluation should be an integral part of the due diligence process. Involving branding experts early can help prevent costly missteps. For example, in a recent CBC project, two merging organisations couldn’t agree which corporate name to retain. Objective, data-driven research on brand equity resolved the conflict, ensuring a decision that aligned with strategic priorities rather than subjective preferences.

2. Establish a brand council

Create a cross-functional brand council that includes executives and leaders from both organizations. This council should be empowered with decision-making authority and tasked with aligning brand strategy to the M&A’s business objectives. Clear mandates and structured meetings ensure that rebranding considerations are addressed throughout the process.

3. Develop a rebrand roadmap

A comprehensive rebrand roadmap integrates branding milestones with other M&A workstreams, such as operations, IT systems, and regulatory requirements. This ensures rebranding considerations remain front and centre, and avoids misalignment between teams.

4. Create a dedicated rebrand taskforce

During M&A, employees often face increased workloads, leading to burn-out and reduced productivity. Establish a dedicated taskforce to manage rebrand-related initiatives, drawing members from both organisations. This team ensures focused execution and reduces the strain on existing employees.

5. Use data-driven decision-making

Rely on quantitative insights to guide rebranding decisions. Conduct brand analyses to determine the strategic value of each organisation’s brand assets. Key questions to address include:

  • Does the acquired brand strengthen the company’s position in a new market?
  • Should the merger lead to a single unified brand, or are there advantages to maintaining multiple brands?

Additionally, perform a business risk assessment to identify how competitors might exploit vulnerabilities during the transition.

6. Conduct a cultural assessment

Cultural integration is one of the most significant challenges in M&A. Differences in corporate culture are a leading cause of failure, so proactively addressing these differences is crucial. Conduct culture audits to identify gaps and design initiatives to align the merged culture with business goals.

7. Set a vision for the future

A compelling vision is essential for uniting employees, customers and partners behind the merger. This vision should emphasize the opportunities the merger creates, and articulate a clear path forward. Share this vision internally before making external announcements to build trust and enthusiasm among employees.

8. Develop a unified brand strategy

Your brand strategy should reflect the vision for the merged entity. It must address key questions like:

  • What does the new brand stand for?
  • How does it differentiate itself from competitors?
  • How does it build on the strengths of both merging organizations?

This strategy should be communicated through a compelling narrative that inspires confidence and loyalty.

9. Establish a new name early

If the merger involves renaming the organisation, make this decision as early as possible. A strong name provides a focus for the integration process and signals the future direction of the company. The naming process should be guided by:

  • Strategic alignment with business objectives
  • Quantitative research to assess stakeholder preferences
  • Trademark availability and legal clearance

10. Refresh the communications concept and visual identity

A bold creative idea can activate the rebrand, and a strong visual identity captures attention while communicating transformation. Whether it’s a subtle refresh or a complete redesign, your brand communications and visual identity should reflect the new brand strategy and energise employees, customers and investors.

CBC blog link: The power of creativity in B2B branding—direct from B2B creatives

11. Avoid inertia in product and brand integration

Failing to integrate product lines or sub-brands creates operational inefficiencies and confuses customers. A clear integration roadmap ensures a smooth transition and avoids missteps that could erode trust.

You need a brand hierarchy strategy that enables you to assess brand compatibility between the merging entities, decide how to position the brands post-merger, evaluate whether to absorb, merge or maintain separate brands, and define the roles and relationships between brands.

12. Plan a high-impact rebrand launch

The launch of the rebrand is not the end of the process – it’s the beginning of the next chapter. A carefully planned launch should maximize impact and set the tone for future success. You should implement an internal launch first, as the success of any rebrand starts within the organisation.

Gaining buy-in from employees is critical to the successful adoption of a new identity. Then you need to communicate your rebrand to all your external existing and potential stakeholders. Finally, post-launch, sustained communication and alignment are essential for maintaining momentum and realizing the merger’s full value.

CBC blog link: From buy-in to buzz: Five steps to a successful B2B rebrand launch

Ready to rebrand the right way?

Mergers and acquisitions are transformative events that offer significant opportunities for growth, innovation and value creation. But realising these benefits requires more than operational efficiency and financial planning. Rebranding plays a central role in navigating change, aligning stakeholders and building the momentum needed to achieve long-term success.

If your organisation is navigating a M&A journey, our experienced team is ready to support your rebranding process every step of the way. We’ll help ensure your rebrand takes you to where you want to be.

Feel free to reach out to CBC’s Managing Partner, Ralph Krøyer, at rk@cbc.dk or on +45 35 25 01 60 for a no-obligation coffee and chat.