Product details

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Compact case
Subject category: Marketing
Published by: Institute for Management Development (IMD)
Originally published in: 2010
Version: 31.05.2021
Revision date: 28-Jul-2021

Abstract

This is part of a case series. As Stefan Brosick, Director of Global Product Strategy wondered whether Doosan would benefit from an immediate re-branding, or if other branding strategies might be more effective, regional issues began to emerge. The challenge of selecting the optimal strategy (keep the IR brand, co-brand, extended retention, immediate re-brand) was compounded by international product and channel differences. These differences in turn affected key tactical branding decisions. Resolving these differences would impact not only which of the four brand transformation strategies to pursue but also whether they should be implemented globally or customized regionally.

Time period

The events covered by this case took place in 2008.

Geographical setting

Region:
World/global
Country:
South Korea

Featured company

Doosan Group
Employees:
10000+
Turnover:
USD 19 billion sales

About

Abstract

This is part of a case series. As Stefan Brosick, Director of Global Product Strategy wondered whether Doosan would benefit from an immediate re-branding, or if other branding strategies might be more effective, regional issues began to emerge. The challenge of selecting the optimal strategy (keep the IR brand, co-brand, extended retention, immediate re-brand) was compounded by international product and channel differences. These differences in turn affected key tactical branding decisions. Resolving these differences would impact not only which of the four brand transformation strategies to pursue but also whether they should be implemented globally or customized regionally.

Settings

Time period

The events covered by this case took place in 2008.

Geographical setting

Region:
World/global
Country:
South Korea

Featured company

Doosan Group
Employees:
10000+
Turnover:
USD 19 billion sales

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