The Brand: The Overlooked Success Factor in Mergers and Acquisitions

Integration requires identity 

Mergers and acquisitions are rarely just about numbers. They are transformations of identity, culture, and structure. In that context, a brand is far more than a logo on a building, it’s the foundation of a shared future. 

“A brand is more than a logo on a building; it is the foundation of a shared future.” 

A clear brand strategy provides direction for customers, employees, and investors alike. It accelerates integration, reduces uncertainty, and builds internal and external support. A strong example is the rebranding of Ayvens, the new brand formed after the merger of LeasePlan and ALD Automotive. With a fresh name and positioning, the new brand avoids legacy sensitivities while creating future value. 

The impact of brand strategy is felt in execution: physically and culturally 

A brand strategy defines the course and compass of an organisation. But real value is created by what happens next. A brand only truly comes to life when it is visible and tangible throughout the organisation and in the market. This starts with implementing the visual identity across thousands of touchpoints: from digital channels and vehicle fleets to building signage, corporate clothing, and IT systems. Equally important is ensuring that employees understand, embrace, and actively represent the brand. That requires activation, dialogue, and leadership. 

Consider the rebranding of Partou. Following the merger of the largest childcare organisations in the Netherlands, the new identity is being rolled out across more than 900 locations. Yet this went far beyond visual design. The brand was embedded from within. It is not only seen—it is felt and experienced in behaviour, rituals, and language. 

“Brand implementation typically requires an investment that is at least twenty times greater than that of strategy and creation.” 

And that is the key lesson. Implementing a brand across all touchpoints quickly requires an investment that is at least twenty times greater than the costs of strategy and creative development, excluding activation and adoption. A full brand transformation demands serious budgets and disciplined governance. Underestimating this inevitably leads to missed opportunities and unrealised brand potential. 

Why this matters for M&A teams  

Up to 70% of M&A deals fail to realise their intended value—not due to flawed financials, but because integration breaks down around culture, identity, and alignment. This is precisely where the brand plays a critical role. 

“Up to 70% of M&A deals fail to realise their intended value.” 

Yet brand expertise is often absent from M&A teams. Brand decisions are made ad hoc or too late, driven by intuition rather than insight. The result is fragmentation, internal resistance, and inconsistent brand expression. 

Brand Transformation requires craftsmanship  

In my work at VIM Group, we support organisations through brand transformations from start to finish. In M&A contexts, this support is focused on structure, insight, and execution power. From planning and preparation through to realisation: 

• Brand due diligence: insight into brand value, strategic fit, and risk 

• Brand architecture and positioning: master brand, sub-brand, or hybrid? 

• Brand implementation: organisation, tooling, and execution across all touchpoints 

• Governance and activation: internal engagement and external brand consistency 

A brand only performs optimally when it is embedded in behaviour, experience, and systems, and when it provides direction to the integration process from day one. 

Time to reposition the brand itself  

Mergers and acquisitions require more than financial logic alone. They demand vision, meaning, and coherence. The brand connects these dimensions: strategic, emotional, and operational. 

So don’t treat the brand as an afterthought. Position it as an integral part of the M&A agenda. In an era where most company value no longer appears on the balance sheet, brand is not a side issue. It is a critical factor in sustainable value creation. 

Interested in continuing the conversation on the role of brand in mergers and acquisitions? Feel free to reach out: arjan.kapteijns@vim-group.com.