By December 2006, Hermann Gudmundsson (the Chief Executive Officer of both Esso Iceland and Bilanaust) had spent the last 10 months, the assessment of the strengths and weaknesses of the two organizations, and found that the best approach for the future would draw, “considered a new organization with a new structure and a new brand name. “He weighed the pros and cons and the costs of maintaining either two separate companies and the associated brand image, or merging into a new organ … Read more »

By December 2006, Hermann Gudmundsson (the Chief Executive Officer of both Esso Iceland and Bilanaust) had spent the last 10 months, the assessment of the strengths and weaknesses of the two organizations, and found that the best approach for the future would draw, “considered a new organization with a new structure and a new brand name. “He weighed the pros and cons and the costs of maintaining either two separate companies and the associated brand image, or merging into one new organization. Gudmundsson was resistance from both the Board of Directors and three different advertising agencies to waive the Esso brand, but with a final order to increase shareholder value, he needed to figure out the best method, from a branding perspective, this to achieve goal. ” br />
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Ken marks
Gerard Seijts
Source: Ivey Publishing
2 pages.
Release Date: 03 September 2010. Prod #: 910C18-PDF-ENG
Merging Esso Iceland and Bilanaust (C) HBR case solution

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