Merging Esso Iceland and Bilanaust (C) Harvard Case Solution & Analysis

By December 2006, Hermann Gudmundsson (CEO and Esso Iceland and Bilanaust) spent the last 10 months, assess the strengths and weaknesses of both organizations, and decided that the best approach in the future will "consider the establishment of a new organization of the new structure and a new name the brand. " He weighed the advantages, disadvantages and costs or to keep two separate companies and associated brand image, or merge into one new organization. Gudmundsson faces resistance from both the board and three different advertising agencies to abandon the brand Esso, but with the ultimate mandate to increase shareholder value, it has to figure out the best way, in terms of branding, to achieve this goal. "Hide
by Ken Marcus, Gerard Seijts Source: Richard Ivey School of Business Foundation 2 pages. Publication Date: September 3, 2010. Prod. #: 910C18-PDF-ENG

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