This thesis describes and analyses the integration process of mergers and acquisitions, which is often blamed for the failure of such undertakings. It explains the status quo for internal branding in general and in the environment of mergers and acquisitions. The two aspects are integrated in such a manner as to develop an internal brand strategy that resolves many of the common integration problems. Since the traditional focus on branding is on the external environment rather than the internal environment, the objective of this thesis is to emphasise the employee rather than the customer. As the writer believes that through the development of internal brand awareness and loyalty, the net effect is that the overall effectiveness of the entire merged organisation will increase exponentially. In this thesis, a meta-analysis approach is utilised to develop theory, thus this study is exclusively a qualitative styled study. The strategy developed in this thesis is not a once off fix, but is a continuous process that must be maintained and implemented by the management and shareholders of the organisation to ensure the success of the brand and the new merged organisation.
