Most of the academic research on brand management focuses on stable organisational conditions. In the last years, markets have been characterised by disruptive changes as well as mergers and acquisition (M&A) activities. In cases of mergers and acquisitions, the question of choosing an appropriate brand strategy arises. The question of corporate brand identity is a key factor in ensuring a successful M&A outcome (Balmer and Dinnie 1999 ; Melewar and Harrold 2000 ; Bahadir et al . 2008 ; Knowles et al . 2011 ). Nevertheless, the role of brands is of different importance in M&As. Bahadir et al. ( 2008 ) report that 49 per cent of the ﬁ rm value related to the purchase of Gillette was attributed to the equity of brands whereas in the acquisition of Latitude by Cisco System only 1.51 per cent was attributed to the brand (Bahadir et al. 2008 ). In M&As, brands are critical assets and often account for signiﬁ cant overall transaction value (Bahadir et al . 2008 ).