Case 3 Doosan Infracore International
docx
keyboard_arrow_up
School
Mohawk College *
*We aren’t endorsed by this school
Course
1001
Subject
Information Systems
Date
Apr 3, 2024
Type
docx
Pages
2
Uploaded by CorporalParrot2770
Case: Doosan Infracore International
Date: 7
th
November 2023
Student Name: Hitesh Hitesh
1) Main management question (dilemma to be solved):
Should Doosan Infracore International (DII) implement an immediate re-branding strategy?
2) Analysis of the situation (qualitative/quantitative):
We can perform a qualitative/quantitative analysis of the situation to form a decision criterion.
Immediate
Re-branding
Co-Branding
Strategy
Extended
Retention
Do nothing (Keep
the IR Brand)
Cost (more is bad)
***
**
**
*
Risk
***
*
**
***
Ease of implementation
*
**
**
***
3) Alternatives (distinct options that answer the management question):
Transition all IR products to the Doosan brand quickly.
Implement a phased approach, co-branding with IR for 12-24 months, then transitioning to
Doosan.
Keep the IR brand for the full five years before transitioning to Doosan.
Retain the IR brand name as long as possible, possibly renegotiating brand use agreement.
4) Decision Criteria (to be used to evaluate the alternatives and recommend one):
Risk: Risk is a crucial decision criterion because it helps evaluate potential negative
consequences, including customer loyalty erosion, market disruptions, financial and operational
risks, market rejection, and competitive threats, associated with each branding strategy
alternative
5) Alternative recommended and why:
Considering risk as a decision criterion, the "Keep the IR Brand" alternative would be the best
choice, as it presents lower risks compared to the other alternatives. It provides stability while
allowing time to transition to Doosan gradually, addressing customer concerns. This approach
minimizes the potential disruption in the market, making it a more risk-averse option. However, it
is essential to assess the terms and conditions of the brand use agreement to ensure alignment
with Doosan's long-term objectives.
6) Action plan (to implement the alternative recommended):
The action plan for keeping the IR brand involves gradual transition, regular customer feedback
assessment, budget allocation for Doosan brand promotion, global consistency, and a
contingency plan while ensuring legal compliance and internal alignment.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help