IMD-5-0762 © 2010
Turpin, Dominique ; Roth, Martin
In December 2007, Korean conglomerate Doosan got a portfolio of industrial portable power equipment from U.S. business Ingersoll Rand. The acquisitions, the largest ever done by a Korean firm outside of Korea, were part of Doosan’s strategy to become a global, full-line producer and marketer of construction equipment. Stefan Brosick, Manager of Global Product Strategy and Ingersoll Rand veteran, wondered whether Doosan would take advantage of an immediate re branding, or if further branding policies might be more efficient.
Several key inquiries required to be answered prior to the December 2008 long range strategy demo: What effect might shifting the brand name, constructed over 135 years, have on these products’ market standings? In addition to the name, what equity was carried by other branding elements in the building marketplace? Would end-users providers and respond to brand changes? Could negative reactions be minimized? And, if he proposed a phased brand transformation plan, how could he best position this strategy to senior management? Learning objectives: The case exemplifies the strategic function of branding in business-to-business markets, the pressures supervisors encounter when facing new corporate brand mandates, and analyses needed to formulate and evaluate alternative branding strategies.
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
https://www.thecasesolutions.com/doosan-infracore-international-portable-power-brand-transformation-a-3-50554
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