Positioning in the Industrial Packaged Gas Market
We created a distinctive brand identification program for an industrial brand. A distributor of industrial, medical and specialty gases and related hardgoods, such as welding equipment and supplies, formed as a result of mergers and acquisitions. The resulting company had 240 employees and 29 locations in Texas, Louisiana, Oklahoma and Kansas.
In such situations a company must either choose one of the merging brands to represent the newly formed organization, combine them somehow, or create an entirely new brand. How is a wise choice made? And how are the resulting changes implemented with minimum disruption to employees and customers?
See some of the strategy implementation