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Case Study

Doosan Infracore International: Portable power brand transformation (B)

By Dominique Turpin and Martin S. Roth

3 pages

December 2010

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Reference: IMD-5-0763

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.

Learning Objective

The case illustrates the complexities of developing global branding strategies for companies with established lines of business throughout the world. Analyses of market similarities and differences for various branding elements can be conducted, leading to global standardization versus regional customization strategy decisions.

Keywords

Business to Business, Industrial Marketing, Branding, Global Branding, Acquisition Integration, Construction Equipment, Marketing

Settings

World/global, South Korea
Doosan Group
2008

Type

Field Research

Available Languages

English, Spanish

Related material

Teaching note, Video

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This case study is part of a series

Doosan Infracore International: Portable power brand transformation (A)
Doosan Infracore International: Portable power brand transformation (B)

This case study is part of a series

Doosan Infracore International: Portable power brand transformation (A)
Doosan Infracore International: Portable power brand transformation (B)

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