As Stefan Brosick, Manager of Global Product Strategy wondered whether Doosan would benefit from an immediate re branding, or if other branding strategies might be successful, regional issues started to emerge. The challenge of selecting the optimal strategy (keep the IR brand, co-brand, extended retention, immediate rebrand) was compounded by international merchandise and station differences. These differences in turn affected vital tactical branding conclusions.
Learning objectives: The case illustrates the complexities of developing global branding strategies for firms with established lines of business through the world. Evaluations of market similarities and differences for various branding components can be conducted, leading to international standardization versus customization strategy decisions that were regional.
PUBLICATION DATE: September 10, 2010 PRODUCT #: IMD430-PDF-ENG
This is just an excerpt. This case is about SALES & MARKETING
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