The erosion in the authority of brands within consumer markets brings into question the orthodoxy of traditional marketing practices across all markets. By adopting an “if‐we‐were‐to‐start‐again” policy, such elementary questions are currently being addressed in a number of major corporations. Using this approach, the notion of redefining branding policy and practice emerges as a fundamental and, arguably, the dominant core process in business redesign. In this paper, the skills required to manage this new process are delineated as value chain activities. The Integrated Brand, as this core process has been termed here, requires a multifunctional management cohesion if the new doctrine of customer retention is to be realized. Whilst these retention strategies may vary in execution across the stakeholder groups, each serve to reduce replacement costs. By also managing system costs and building primary customer share for revenue, the Integrated Brand organization can emerge with a balanced financial performance and brand equity managed as an asset. Amongst successful re‐engineered organizations, price premiums would be an acknowledgment of a superior offer but not a necessity in sustaining this balanced financial performance.