Doosan Infracore International: Portable Power Brand Transformation (A) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In the month of December 2007, Korean multinational Doosan procured a portfolio of industrial portable power apparatus from the U.S. business Ingersoll Rand. The biggest ever done by a Korean business outside Korea, the acquisitions, were part of Doosan's strategy to become a global, full-line producer and marketer of construction equipment. With market-leading products under the parent brand name of the company throughout Asia, the senior management of Doosan anticipated to rebrand the acquired products using the Doosan name. Stefan Brosick, Director of International Product Strategy and an Ingersoll Rand expert, wondered whether Doosan would reap the benefits of an immediate rebranding or if other branding strategies might be more effective.

Many key questions needed to be answered before the December 2008 long range plan presentation: What effect might shifting the brand name, constructed over 135 years, have on these products' market positions? In the construction market, what equity was carried by other branding elements in addition to the name? How would vendors and end users react to brand changes? How could negative reactions be minimized? And if Brosick proposed a phased brand transformation plan, how could he best position this strategy to senior management? Learning objectives: The case illustrates the tactical function of branding in business to business marketplaces, the pressures supervisors see when facing new corporate brand mandates, and analyses needed to formulate and assess alternative branding strategies.

PUBLICATION DATE: September 10, 2010 PRODUCT #: IMD428-HCB-ENG

This is just an excerpt. This case is about SALES & MARKETING

https://www.thecasesolutions.com/doosan-infracore-international-portable-power-brand-transformation-a-3-50554