Founded in 1995, JDB changed its product brand in 2012 because of a dispute with GPHL, the owner of the Wong Lo Kat brand. GPHL had used the courts to take back control of the Wong Lo Kat brand. From 2012 to 2014, JDB grew continuously in the market but suffered one defeat after another in its lawsuit with GPHL. In 2012, JDB’s ability to use the Wong Lo Kat brand was revoked; in 2013, JDB was stopped by a court ruling from using promotions claiming “Wong Lo Kat has been renamed JDB” and “the ‘red-can herbal tea’ national leader by sales volume has been renamed JDB”; and in December 2014, JDB was stopped by a court ruling from producing and selling the red-can products. With regard to the recent ruling, JDB had bought time between the first trial to the final trial by lodging an appeal, allowing JDB to continue the production and sale of red-can JDB herbal tea. But how long could this strategy work? During this period, how would JDB deal with the ruling on the product? Could the brand transformation implemented over the course of two years be completed in time? During this two-year brand transformation, JDB had won attention by making full use of “The Voice of China” and other major campaigns, but would such campaigns be effective enough to support the future of JDB? Furthermore, could JDB’s campaigns match those of GPHL’s Wong Lo Kat?
Fast moving consumer goods