Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 7 pages
Data source: Published sources
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https://casecent.re/p/20021
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Abstract
In 1968, Electrolux AB had sold its US manufacturing facilities and the rights to use the brand name in North America and Canada to Consolidated Foods. Since then, it had operated under a slew of other brand names like Eureka, Frigidaire, White-Westinghouse and Weed Eaters, while the well- known ''Electrolux'' vacuum cleaners in the US were manufactured and marketed by a company called Aerus. In 2000, under its global strategy to integrate all its brands under the brand name of ''Electrolux'', Electrolux AB bought back the rights to use its name in the US from Aerus, by paying $50 million. But, there was confusion as to which were the real Electrolux AB brands and which were the ''Electrolux'' brands from Aerus. The case seeks to have an insight into the branding and positioning challenges faced by Electrolux AB as it reinvented its operations in North America.
About
Abstract
In 1968, Electrolux AB had sold its US manufacturing facilities and the rights to use the brand name in North America and Canada to Consolidated Foods. Since then, it had operated under a slew of other brand names like Eureka, Frigidaire, White-Westinghouse and Weed Eaters, while the well- known ''Electrolux'' vacuum cleaners in the US were manufactured and marketed by a company called Aerus. In 2000, under its global strategy to integrate all its brands under the brand name of ''Electrolux'', Electrolux AB bought back the rights to use its name in the US from Aerus, by paying $50 million. But, there was confusion as to which were the real Electrolux AB brands and which were the ''Electrolux'' brands from Aerus. The case seeks to have an insight into the branding and positioning challenges faced by Electrolux AB as it reinvented its operations in North America.