Due to increasing digitalization, most companies have added online retail as a new business model separate from their initial physical business model, requiring them to manage a portfolio of business models. The literature points out that companies choose between a separation or integration strategy to manage their multiple business models. However, business cases show that companies adopting a separation strategy may then plan for a possible integration strategy. Despite the growing knowledge in the business model portfolio literature, scholars and practitioners still lack a comprehensive understanding of the integration process of two business models that were initially managed separately. This qualitative research draws on a cumulative multiple case study of five retailers to analyze how incumbent firms with different business models manage their integration. We show that these firms pivoted the management of their business model portfolio. The notion of pivoting has been studied from the perspective of a single business model. In this research, we demonstrate that the process of pivoting also applies to the management of several business models. Our results provide a generic model of the BM integration process that underlines barriers and enabling pivoting factors. Finally, by considering pivoting at this corporate level, our research adds to the ongoing discussion in strategic management of the way companies manage the dynamics of their business model portfolio.