A multinational infrastructure software company needed strategic insights to help determine their corporate branding strategy for newly acquired companies. They had recently acquired multiple companies in the span of 12 months, and they needed to decide if it would be advantageous for the parent brand name to be affixed to each individual company. Or conversely, if they should leave the brand names the same in an effort to establish individual identities among their unique target markets.
We recommended a quantitative online survey that included a battery of questions similar to a brand tracking study, that would help us determine which brand (parent brand vs. sub-brand) had stronger brand health. The survey also included questions that asked respondents to evaluate the impact the acquisition would have on their brand associations with the parent vs. sub-brands, and how different naming conventions would impact their likelihood to recommend each sub-brand.