IMD-5-0763 © 2010
Turpin, Dominique; Roth, Martin
As Stefan Brosick, Manager of International Product Strategy questioned whether Doosan would reap the benefits of an instant rebranding, or if other branding strategies might be more powerful, regional problems began to emerge. The challenge of choosing the optimal strategy (keep the IR brand, co-brand, drawn-out retention, immediate re brand) was compounded by international merchandise and station differences. Crucial tactical branding decisions affected.
Learning objectives: The case demonstrate the complication of developing comprehensive branding strategy through the world for businesses with established lines of business. Evaluations of marketplace likenesses and differences for various branding components can be ran, leading to global standardization versus customization strategy choices that were regional.
Subjects: Business-to-business marketing; B2B marketing; Industrial marketing; Branding; Global branding; Acquisition integration
Settings: Korea; Global ; Construction equipment ; US$19 billion sales; 37,500 employees; operations in 35 countries ; 2008
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