By the month of December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had exhausted the previous 10 months assessing the strengths and weaknesses of both organizations, and determined that the best strategy going forward would be to, "contemplate creating a brand new organization with a fresh construction and a fresh brand name."
He measured the advantages, disadvantages and costs of either keeping two different businesses and their associated brand image, or merging into one new organization. Gudmundsson was facing opposition from both the board of directors and three different advertising agencies to forgo the Esso brand; but from a branding standpoint he needed to figure out the best approach, with an ultimate mandate to increase shareholder value, to attain that objective.
PUBLICATION DATE: September 03, 2010 PRODUCT #: 910C18-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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