In December 2007, the Korean conglomerate Doosan acquired a portfolio of industrial power portable equipment from a U.S. company Ingersoll Rand. Acquisition, the largest Korean company made outside of Korea, it was part of a strategy Doosan, to become a global, full-range manufacturer and supplier of construction equipment. With market leading products under the brand parent company in Asia, Doosan's top management is expected rebrand acquired products using the name Doosan. Stephen Brosick, Director, Global Product Strategy and veteran Ingersoll Rand, Doosan wondered whether benefit from immediate re-branding, or if other branding strategies can be more effective. Many of the key questions you should answer before the December 2008 long-term plan of the presentation: What effect can change the brand, built over 135 years, have on the position of these products market? In addition to the name of that other branding elements held the action in the construction market? How to end users and distributors to respond to changing the brand? As a backlash to be minimized? And if Brosick proposed a phased plan to transform the brand, as it could better position the strategy to senior management? Learning objectives:. The case illustrates the strategic role of branding in the business-to-business markets, pressures managers face when the front of the new corporate brand mandates, and analysis necessary for the development and evaluation of alternative branding strategies "Hide
by Dominique Turpin, Martin Roth Source: IMD 17 pages . Publication Date: September 10, 2010. Prod. #: IMD428-PDF-ENG
