Kgyuh

4043

JUNE 28, 2009

JOHN A. QUELCH HEATHER BECKHAM

Manchester Products: A Brand Transition Challenge

It was January 7th, 2005, and Manchester Products Inc. (Manchester), a long-time leader in office furniture, had made a bold move into the household furniture market with its recent acquisition of Paul Logan’s Furniture Division (PLFD). The acquisition of PLFD dramatically expanded Manchester’s Household Furniture Division (MH) overnight and provided them with a strong brand and an instant market-leader position in the household furniture segment. However, Manchester was given rights to use the Paul Logan brand name for only three years. Jason Adams, Vice President of Marketing for Manchester, had just spent eight hours going over the details of the acquisition and brainstorming an integration plan with the senior leadership team. At the end of the meeting, Colleen Jones, Manchester’s CEO, asked Adams to develop a comprehensive brand transition strategy to present to the board on January 21, 2005. Over the next two weeks, Adams would have to determine the optimal timing and sequencing of the brand name transition and establish the appropriate mix of advertising and promotion expenditures to support the transition. While branding was the primary focus of Manchester’s marketing and communications plan, it was important that Adams also consider the other reasons that customers bought home furniture, which included style, comfort, and price.

Background

Paul Logan, Inc.

Paul Logan, Inc. was the premiere name in high-end, fashionable consumer goods, and was considered a true lifestyle brand. In 2004, Paul Logan operated four divisions: Apparel1 (40% of

1 Apparel included women’s, children’s, and men’s clothing.

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Professor John A. Quelch and writer Heather Beckham prepared this case specifically for the Harvard Business School Brief Case...