Best Buy Inc. - Dual Branding in China
商品編號：9B09A016
出版日期：2009/06/26
再版日期：2010/05/11
商品來源：Ivey
商品主題：International Business; Marketing
商品類型：Case (Field)
涵蓋議題：Retailing;International Business;Brand Management
難易度：4 - Undergraduate/MBA
內容長度：17 頁
地域：United States; Canada; China
產業：Furniture; Home and Equipment Stores
事件年度：2006
A month after Best Buy Inc. (Best Buy), the largest retailer of consumer electronics in the United States, acquired Five Star, the third largest retailer of appliances and consumer electronics in China in May 2006, the management of Best Buy is weighing in on a branding option. Should Five Star lose its identity and be marketed as Best Buy? Or should Best Buy retain the Five Star brand and let the two brands compete with each other in the Chinese market? The option has a sense of deja vu because, when it first stepped out of its home turf in January of 2002 by acquiring Future Shop, the largest consumer electronics retailer in Canada, Best Buy was facing a similar dilemma. The company had decided, at the time, in favour of dual brand strategy. It had worked. There was no evidence of cannibalization, the single largest risk in dual branding. Best Buy and Future Shop had both grown together as independent brands in Canada. But, does dual brand strategy work in the vastly different retail environment of China?
教學手冊：8B09A16
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