The Citigroup was one of the few financing company which took part in banking, insurance, and investments under one umbrella. Both things historically had quite distinct cultures, driving a drastically different way of branding.
During conclusion of the amalgamation, a team of supervisors was responsible for advocating to top direction a fresh brand identity that would combine the whole organization and supply a tactical focus to it. The new brand also had to notify investors and customers of the new fiscal abilities of Citigroup and enable cross-selling without losing the power of component brands. In a stressed post-merger scenario, choices must be made to prevent damaging brand equity.
This is just an excerpt. This case is about SALES & MARKETING
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