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GE - Billy Blue Communication Design

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The acquisitions<br />

naming decision tree,<br />

shown on this and<br />

the next page, is a<br />

tool to help determine<br />

the most appropriate<br />

communicative name<br />

and identifier for<br />

<strong>GE</strong> acquisitions.<br />

To best answer some<br />

of the questions in<br />

the decision tree,<br />

current market<br />

research is recommended.<br />

(Several<br />

decisions for the<br />

examples at the right<br />

were based on thencurrent<br />

research.)<br />

Note: The acquisitions<br />

naming decision tree is<br />

proprietary and is intended<br />

for <strong>GE</strong> only.<br />

Step 1: Management Control<br />

Does <strong>GE</strong> have control of the acquisition as<br />

defined in document 123, Trade Names, Trademarks,<br />

& the <strong>GE</strong> Identity Program? Does <strong>GE</strong> have<br />

the right to change the acquisition’s name?<br />

If the answer to any question is no, level 5 is<br />

the selected identification. If the answer is yes,<br />

continue to the next decision point.<br />

Examples<br />

Coronet Industries: yes, <strong>GE</strong> controls (RCA acquisition)<br />

Employers Reinsurance: yes<br />

NBC: yes<br />

Step 2: Commitment<br />

Is <strong>GE</strong> committed to the acquisition as a business<br />

in the future? Is there a strategy for the acquisition<br />

that is growth or maintenance oriented?<br />

If there is no commitment, then level 5 is<br />

selected. If a commitment exits, continue to the<br />

next decision point.<br />

Examples<br />

Coronet Industries: no commitment (carpet<br />

company is not a fit)<br />

Employers Reinsurance: yes<br />

NBC: yes<br />

Step 3: Image Value of Industry<br />

Is the image of the industry in which the acquisition<br />

competes generally perceived to be dynamic<br />

and innovative? <strong>GE</strong> wants to associate itself most<br />

prominently with acquisitions that are in these<br />

types of industries.<br />

Examples<br />

Employers Reinsurance: low image value of<br />

financial services<br />

NBC: high image value of entertainment<br />

Step 4: Performance Expectations<br />

How well is <strong>GE</strong> expected to perform in the<br />

industry of the acquisition? That is, what are the<br />

general expectations for the industry category<br />

held by business decision makers and consumers<br />

—not the expectations regarding a specific <strong>GE</strong><br />

business or those held by its customers?<br />

It is not in the companion<br />

document for prospective<br />

acquisitions, 342, Acquisitions<br />

Name & Trademark Practices.<br />

Acquisitions<br />

Naming Decision Tree<br />

<strong>GE</strong> Identity Program 341, New Businesses Name & Trademark Practices <strong>GE</strong> Identity Website: www.ge.com/identity<br />

341.24<br />

Then-current research showed that<br />

• <strong>GE</strong> enjoyed high performance expectations in the<br />

following industries:<br />

- electrical (lighting, appliances)<br />

-high technology (factory automation, jet<br />

engines)<br />

- computer-related service<br />

- consumer electronics (video, audio)<br />

• <strong>GE</strong> had lower performance expectations in<br />

- financial services<br />

- entertainment (radio/TV, broadcasting, motion<br />

pictures, publishing)<br />

Examples<br />

Employers Reinsurance: poor expectations of <strong>GE</strong><br />

NBC: poor expectations<br />

Step 5: Equity of Existing Identity<br />

Is the equity of the acquisition’s existing name<br />

and logo strong or weak? The answer to this<br />

question can be derived from research or management<br />

judgment on how well known and valuable<br />

the existing identity is in the marketplace.<br />

Is awareness of the name and logo high? Is the<br />

name associated with a leadership position<br />

because of product and service quality? What is<br />

the professional reputation of employees? What<br />

is the R&D stature?<br />

Examples<br />

Employers Reinsurance: strong equity<br />

NBC: strong equity<br />

Step 6: Impact on <strong>GE</strong><br />

What is the impact on <strong>GE</strong> when the acquisition<br />

is associated with the parent company? Is the<br />

impact positive or neutral? Does the acquisition<br />

help <strong>GE</strong> in the marketplace, or is the acquisition’s<br />

association of little consequence? If the impact is<br />

positive or neutral, then follow the positive/<br />

neutral branch. If the acquisition might have an<br />

adverse impact on <strong>GE</strong> for any variety of commercial,<br />

public relations, or political reasons, then<br />

follow the negative branch.<br />

Examples<br />

Employers Reinsurance: positive or neutral impact<br />

NBC: may have negative impact on <strong>GE</strong> and NBC,<br />

particularly in the area of news reporting<br />

continued

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