Abstract
The article deals with the issues of organizing works after business transformation based on a software-project approach as a result of a co-branding M&A-deal concluded between major players in the market for the production of air conditioners and split systems - American Carrier Refrigeration and Japanese Toshiba. The material presents a successfully implemented case of a three-year transition from one business model to another, analyzes various aspects of transnational integration, including possible risks that inevitably accompany such transactions, notes the importance of understanding and combining corporate cultures and etiquette norms as well as the need for a real business transformation at all levels to obtain a stable infrastructure with the possibility of increasing the value of a company with a new portfolio of brands and directions as a result of co-branding transformation.
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