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For decades, mergers and acquisitions have been a key growth strategy. They open new markets, combine expertise, and accelerate innovation. Yet in practice, the way you bring brands together often determines the eventual success. The recent announcement that Kraft Heinz will split into two companies shows how even iconic brands sometimes thrive better apart, in order to regain focus.
This raises the question: which brand model works best in a merger, acquisition, or split?
&nbsp;

<ol>
<li>The confederate model</li>
</ol>
In this model, partners retain their own brand identity but work closely together under a shared flag.
Air France–KLM is a classic example: two strong names, each with its own appeal, yet connected within an international network. Closer to home, we saw this approach at the creation of <a href="https://www.remarkable.eu/en/case/kbc-a-unique-bancassurance-merger/">KBC</a>, where Kredietbank, ABB Insurance, and CERA were brought together under one brand name. Thanks to a careful naming process and stakeholder management, the new group gained a brand identity that remained locally rooted while being internationally recognizable – achieved with external guidance.
<img loading="lazy" decoding="async" class="aligncenter wp-image-5011 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1024x238.png" alt="Remarkable-Europe KLM " width="1024" height="238" srcset="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1024x238.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-300x70.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-768x179.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1536x358.png 1536w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe.png 1890w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
<ol start="2">
<li> The Federal Model</li>
</ol>
A federation works with an overarching group brand, under which multiple brands continue to exist. This can be useful to clearly distinguish different activities or target groups.
Think of Unilever, which groups a wide range of strong product brands. A Belgian example is <a href="https://www.remarkable.eu/en/case/under-the-umbrella-of-acerta/">Acerta</a>: born from a merger of organizations in the social security sector, united under one powerful brand name that conveys trust and reliability. <a href="https://www.remarkable.eu/en/case/new-horizons-for-arvesta/">Arvesta</a> also illustrates this model. With brands such as Aveve and Spoormans under the umbrella, a clear horizon was drawn without losing the value of existing names. Both projects were guided by Remarkable.
<img loading="lazy" decoding="async" class="aligncenter wp-image-5019 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1024x576.png" alt="Remarkable Europe_Arvesta " width="1024" height="576" srcset="https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1024x576.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-300x169.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-768x432.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1536x864.png 1536w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-2048x1152.png 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
&nbsp;
<ol start="3">
<li>The absorption model</li>
</ol>
Sometimes a company chooses to integrate new activities under the dominant brand name. This simplifies brand architecture and strengthens international recognition.
<a href="https://www.remarkable.eu/en/case/daikin-goes-beyond-the-conventional/">Daikin</a> followed this path by extending its brand from air conditioning to a broader mission of climate control. Sub-brands such as Altherma were integrated into a coherent brand story. Here it was crucial to carefully weigh cultural differences and market needs – an exercise only successful with in-depth auditing and external strategic guidance.
&nbsp;
<img loading="lazy" decoding="async" class="aligncenter wp-image-5025 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-1024x739.png" alt="Remarkable Europe_Integration Models
" width="1024" height="739" srcset="https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-1024x739.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-300x216.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-768x554.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie.png 1443w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
<ol start="4">
<li> The symbiosis model</li>
</ol>
When two brands come together to create a completely new identity, we speak of the symbiosis model. The new brand symbolizes the alliance and is built on shared values.
<a href="https://www.remarkable.eu/en/case/liantis-a-new-brand-after-a-merger/">Liantis</a> is a strong example: created from the merger of ADMB, Provikmo, and Zenito. The name, derived from ‘alliance’ and ‘linking’, emphasizes connection and collaboration. Thanks to a careful process of name creation, internal workshops, and legal trademark protection – in close cooperation with an external partner – the new identity was embraced both internally and externally.
&nbsp;

Four integration models

Not every strategic restructuring is about bringing brands together. Sometimes a split creates more value.
When Etex spun off part of its activities focusing on plastic production, Aliaxis was created: a name that is internationally usable, legally well protected, and meaningful to diverse stakeholders.
The food industry shows similar moves: Kraft Heinz recently announced it would split into two separate companies. The goal? To create focus and give each brand the right resources and attention to grow. Splits can also be imposed by government or legislation – for example, recent antitrust proposals to spin off Google’s Chrome browser – which means brand architecture must already account for alternative scenarios around name, logo, and communication.
<img loading="lazy" decoding="async" class="aligncenter wp-image-5014 size-full" src="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe_Google.png" alt="Remarkable-Europe_Google.png " width="590" height="332" srcset="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe_Google.png 590w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe_Google-300x169.png 300w" sizes="auto, (max-width: 590px) 100vw, 590px" />

Splits: the reverse movement

Whether it’s a merger, acquisition, or split: the chosen brand strategy determines whether the new structure becomes more than the sum of its parts. Confederation, federation, absorption, or symbiosis – each model has its own strengths, provided the brand process is carefully guided.
Want to know how a well-thought-out brand strategy can strengthen your merger or split? We’d be happy to discuss how to make the right choices together.

Conclusion

Meer dan de som der delen

<ol>
<li>The confederate model</li>
</ol>
In this model, partners retain their own brand identity but work closely together under a shared flag.
Air France–KLM is a classic example: two strong names, each with its own appeal, yet connected within an international network. Closer to home, we saw this approach at the creation of <a href="https://www.remarkable.eu/en/case/kbc-a-unique-bancassurance-merger/">KBC</a>, where Kredietbank, ABB Insurance, and CERA were brought together under one brand name. Thanks to a careful naming process and stakeholder management, the new group gained a brand identity that remained locally rooted while being internationally recognizable – achieved with external guidance.
<img loading="lazy" decoding="async" class="aligncenter wp-image-5011 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1024x238.png" alt="Remarkable-Europe KLM " width="1024" height="238" srcset="https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1024x238.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-300x70.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-768x179.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe-1536x358.png 1536w, https://admin.remarkable.eu/content/uploads/2025/09/Remarkable-Europe.png 1890w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
<ol start="2">
<li> The Federal Model</li>
</ol>
A federation works with an overarching group brand, under which multiple brands continue to exist. This can be useful to clearly distinguish different activities or target groups.
Think of Unilever, which groups a wide range of strong product brands. A Belgian example is <a href="https://www.remarkable.eu/en/case/under-the-umbrella-of-acerta/">Acerta</a>: born from a merger of organizations in the social security sector, united under one powerful brand name that conveys trust and reliability. <a href="https://www.remarkable.eu/en/case/new-horizons-for-arvesta/">Arvesta</a> also illustrates this model. With brands such as Aveve and Spoormans under the umbrella, a clear horizon was drawn without losing the value of existing names. Both projects were guided by Remarkable.
<img loading="lazy" decoding="async" class="aligncenter wp-image-5019 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1024x576.png" alt="Remarkable Europe_Arvesta " width="1024" height="576" srcset="https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1024x576.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-300x169.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-768x432.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-1536x864.png 1536w, https://admin.remarkable.eu/content/uploads/2025/09/ARVESTA_brand-architecture_BEFORE-AFTER-2048x1152.png 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
&nbsp;
<ol start="3">
<li>The absorption model</li>
</ol>
Sometimes a company chooses to integrate new activities under the dominant brand name. This simplifies brand architecture and strengthens international recognition.
<a href="https://www.remarkable.eu/en/case/daikin-goes-beyond-the-conventional/">Daikin</a> followed this path by extending its brand from air conditioning to a broader mission of climate control. Sub-brands such as Altherma were integrated into a coherent brand story. Here it was crucial to carefully weigh cultural differences and market needs – an exercise only successful with in-depth auditing and external strategic guidance.
&nbsp;
<img loading="lazy" decoding="async" class="aligncenter wp-image-5025 size-large" src="https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-1024x739.png" alt="Remarkable Europe_Integration Models " width="1024" height="739" srcset="https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-1024x739.png 1024w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-300x216.png 300w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie-768x554.png 768w, https://admin.remarkable.eu/content/uploads/2025/09/Model_Tekengebied-1-kopie.png 1443w" sizes="auto, (max-width: 1024px) 100vw, 1024px" />
<ol start="4">
<li> The symbiosis model</li>
</ol>
When two brands come together to create a completely new identity, we speak of the symbiosis model. The new brand symbolizes the alliance and is built on shared values.
<a href="https://www.remarkable.eu/en/case/liantis-a-new-brand-after-a-merger/">Liantis</a> is a strong example: created from the merger of ADMB, Provikmo, and Zenito. The name, derived from ‘alliance’ and ‘linking’, emphasizes connection and collaboration. Thanks to a careful process of name creation, internal workshops, and legal trademark protection – in close cooperation with an external partner – the new identity was embraced both internally and externally.
&nbsp;

More than the sum of the parts