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Black & Decker had dominated the consumer market for years and had great name recognition among consumers both domestically and internationally, but this recognition wasn’t shared by professional-tradesmen (Sammel).   Despite the fact that the tools were high quality, the Black & Decker name worked against a market segment that spent on average $1000 per capita in power tools.  
The research they undertook indicated that brands like Makita had a much stronger reputation among the professionals, with a 50% market share by 1990 (Dolan, 1995a).   The research also showed however, that these same tradesmen had a very positive impression of the DeWalt name.   DeWalt was a company founded in 1918 and bought by Black & Decker in 1960.
Even though the DeWalt product line was focused on saws, the research showed that it had some of the highest name recognition among the professionals, receiving a 70% awareness rating with a positive disposition (Dolan, 1995a).   In 1991 Black & Decker needed profound change, and senior management was resolved to achieve it.
Launch a new line of power tools, under the DeWalt name in order to improve their share of the professional-tradesmen market
The effort of going after greater market share in the professional-tradesmen segment was a business decision that had ‘hundreds of people taking ownership’ in Anderson points out.  
Galli had the support of the senior leadership and the employees of Black & Decker when they decided to launch a new line on tools under an old and trusted brand name.  

The company also has done an excellent job of branding its name and creating customer loyalty to its products. Black & Decker set out to create a line of high end power tools and has done exceedingly well with these tools (DeWalt)

 Any unpaid communication about an organization appearing in the mass media.
 Benefits
 Can build awareness and interest in a product
 Viewed as more credible than advertising, personal selling...