This article advances knowledge on omni-temporality by looking at the processes by which a corporate brand may appropriate and valorise the heritage traits of a product brand. Set within the corporate and product brand dynamic, it presents the results of a qualitative study using case research on LVMH and Dom Pérignon. The study identifies how a younger corporate brand appropriates an older product brand’s heritage. Results contribute to a better understanding of the induction of omni-temporality, and of the development of a corporate heritage brand. They pave the way for a meritocratic view of corporate heritage as a status that can be acquired through managerial work.