Rebranding is an important workstream in an integration. Based on the experience of previous integrations, it is highly advisable to develop an accompanying communications plan focusing on transparency for all employees with regards to the measures that need to be taken and the timeline for implementation of those measures.

Joint effort is necessary to ensure a smooth transition.

  • The first influencing criteria for the Branding Strategy are the seller’s terms and conditions concerning the acquired brands and brand name.

  • The second important factor for the Branding Strategy is the decision of the BASF board concerning the company brand, influenced by the contract, based on due diligence information and driven by the overall BASF strategy. In former integrations this decision was always made at an early point.

  • Together with the integration experts from Legal, Business and Communications, a Brand Transition and Integration Plan must be developed and in place at the time of Legal Closing.

  • BASF supports a Brand Management Strategy in conjunction with the BASF Brand Architecture, in which the majority of the company’s products and services are branded “BASF”.

  • In almost all cases, acquired companies or businesses will be integrated into the Brand Architecture System to capitalize on the name, recognition and reputation inherent in the BASF brand.

Who needs to help in which cases?

Who needs to help in which cases?

  • Closing Dates
  • Integration plan
  • Legal Entity Change


  • Websites – Disclaimer
  • Footer
  • Letter heads
  • Picture rights
  • Licences
  • Brand evaluation (Trademark check – financial value)

  • Email addresses
  • Packaging
  • Naming
  • Brand evaluation (Brand Architecture)
  • Footer

Important and to keep in mind

  • Change to BASF Corporate Brand only once and in alignment with main triggers of the integration.

  • After Legal Closing, all corporate communications measures should be produced in accordance with BASF Corporate Branding.

  • All rebranding activities are designed to support and strengthen the businesses while fitting the related business plans.

  • Discuss possible solutions for branding in transition periods to support customer orientation.


Helpful checklist about the main measures of an integration.

Brand Manager

  • Transition strategy
  • Rebranding and review of 
    brand portfolio

Project Lead Communications

  • Communications strategy
  • Timeline
  • Approach
  • Stakeholder Analysis
  • One Voice Policy
  • Key messages
  • Monitors KPIs
  • Issue Management and 
    Crisis Communications

Editor Media

  • Newsletter
  • Social Media
  • Intranet/Internet


  • Sets up and coordinates 
    Global Communication
    Integration Team
  • Contact person for functions, 
  • If necessary: Develop 
    Ambassador programm

Event manager

  • Day 1 events
  • Welcome packages
  • Announcement of integration 
    plan events
  • Informal employee dialogs

SAP (ERP) Communication Specialist

  • Coordination role
  • Employee information
  • Sales letter

Sales & Marketing Communications

  • Sales Kit
  • Trade Show integration
  • Product portfolio Integration


  • Business and trade media
  • Q&A 
  • Standby Statements
  • Authorities

Strategic partner for management

  • Prepares Management of 
    both companies
  • Employee Q&A

Team needs to be connected too: 

Integration Team

  • Management of both companies
  • Integration Manager
  • Project Management Office
  • affected Global Business Units

Within BASF

  • Subregions
  • Countries
  • Sites
  • Service Units

Communication Community

  • Acquired company
  • Regional and local communication teams

Functional units within affected division

  • Human Ressoucres
  • Supply Chain
  • Information Management
  • Controlling
  • Master Data


Contact and feedback

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