Siemens' Communications unit was carrying a fragmented brand portfolio across mobile devices, enterprise communications and unified communications, just as it prepared to divest the mobile device business. Vivaldi Group defined distinct brand roles, built the narrative that explained the divestiture and unified the remaining business under one communications identity. Following the work, brand preference shifted in Siemens' key B2B segments and Siemens Com strengthened its position in enterprise markets.
Siemens' Communications (Com) unit ran a fragmented brand portfolio spanning mobile devices, enterprise communications and unified communications, which no longer matched the unit's strategic direction. A planned divestiture of the mobile device business needed a clear portfolio narrative.
Vivaldi developed a portfolio alignment strategy for Siemens Com that defined distinct brand roles, supported the mobile device divestiture with a clear narrative and unified the remaining communications portfolio around a coherent identity.
The alignment shifted brand preference in Siemens' target B2B communications segments, gave the mobile divestiture a credible portfolio rationale and established a unified communications brand that improved Siemens Com's competitive position in enterprise markets.
| Client | Siemens Communications (Siemens Com) |
|---|---|
| Industry | Technology, enterprise communications |
| Portfolio | Mobile devices, enterprise communications, unified communications |
| Context | Planned divestiture of the mobile device business |
| Vivaldi scope | Brand portfolio strategy, brand architecture and brand roles, divestiture narrative, unified communications identity |
| Outcome | Brand preference shift in key B2B segments; a credible rationale for the divestiture; one identity for the remaining business |
Siemens Com’s brands had grown up around separate businesses: mobile devices on one side, enterprise and unified communications on the other. As the unit moved toward the enterprise market, that portfolio sent mixed signals about what Siemens Com was and where it was going.
A planned divestiture made the problem urgent. Enterprise buyers make multi-year commitments, and when a vendor restructures they need to know what it will look like afterwards. Without a clear story about which businesses stay, which leave and what the remaining company stands for, a divestiture can depress demand in the businesses a company means to keep.
Vivaldi first defined what Siemens Com was choosing to become, an enterprise and unified communications business, and only then what it was choosing to leave behind. Each brand in the portfolio was given a distinct role, and the mobile device divestiture was framed as the natural consequence of that strategic focus rather than a stand-alone financial decision.
The remaining communications portfolio was then unified around one coherent identity, giving customers, employees and potential acquirers the same account of the future business. Vivaldi’s guide to managing a brand portfolio strategically covers the principles involved.
Vivaldi’s comparison of house of brands and branded house models explains the architecture choices behind work like this.
Siemens engaged Vivaldi to resolve a fragmented brand portfolio inside its Communications unit that spanned mobile devices, enterprise communications, and unified communications, with a planned mobile divestiture that required a clean narrative. Vivaldi defined distinct brand roles across the portfolio, gave the divestiture a coherent rationale, and unified the remaining communications business under a single identity, shifting brand preference in key B2B segments.
Siemens is a global technology company headquartered in Munich, Germany, with revenues of approximately €77 billion and a workforce of over 300,000 people in more than 190 countries. A world leader in industrial automation, smart infrastructure, and digital industries, Siemens has undergone significant structural transformation in recent decades, including major divestitures in healthcare (Siemens Healthineers) and energy (Siemens Energy).
Vivaldi built a portfolio alignment strategy that gave each Siemens Com brand a distinct role, supported the mobile device divestiture with a clear narrative and unified the remaining business under one identity. Brand preference shifted in Siemens’ target B2B segments.
The team defined what Siemens Com was choosing to become before defining what it was leaving behind. Framing the divestiture as a consequence of that focus gave customers, employees and acquirers one consistent story.
Enterprise customers make long commitments and hedge when a vendor’s future is unclear. A clear architecture that explains what stays, what leaves and what the remaining company stands for protects demand in the businesses being kept.
Ideally alongside the corporate finance work, not after the deal closes. Customers form expectations about the future company between announcement and close, so the narrative needs to be ready in that window.