In June 1999, Leif Abildgaard, managing director of Akzo Nobel UK, faced with a difficult decision: he had to figure out how to revive trade business. Akzo Nobel UK had two main business lines: retail business, which sold in the domestic paint, do-it-yourself market and trading business, which sold paint professionals using traditional network vendors paint, builders merchants and their own company stores. Abildgaard, along with some of his more senior managers, decided in 1999 to reduce the number of brands in the portfolio trading business. Although, Akzo Nobel has successfully reduced the number of brands in its portfolio of retail business, not trying to have ever been made to abandon brands from the trading portfolio. Since trading business consisted of professionals who typically brand loyal, Abildgaard knew that any decision, he will likely alienate some of his clients. However, Abildgaard pressing forward in its efforts and had to decide which brands to stop. "Hide
by Nirmalya Kumar, Brian Rogers Source: IMD 24 pages. Publication Date: January 1, 2000. Prod. #: IMD047-PDF-ENG
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