BRAND MANAGEMENT
EMBA11 Elective, Term 3
Course Syllabus
Contact details
Dr. Stefano Puntoni
Associate Professor of Marketing
Rotterdam School of Management
Erasmus University
Office: T10-21
Phone: 010-4081184
Email: spuntoni@rsm.nl
Web: www.puntoni.com
Office hours: Anytime, by appointment
General course information
Abstract
Brands are the most valuable asset of many firms. Brands embody a firm’s strategy and
drive its execution. They represent what a firm stands for and what it does. This course
highlights the strategic implications of branding for organizations and delivers a set of tools
for effective brand management. As such, this course is intended not only for students
interested in branding and marketing, but also for those interested in consulting,
entrepreneurship, and general management.
Too often, marketing decisions such as product design or distribution are taken
independently from each other, without a clear consideration of their consequences for
brand equity. Universities are generally not helping: marketing courses are often developed
around the four Ps of product, price, place and promotion. Although useful to introduce
marketing concepts, this compartmentalized portrayal of marketing implicitly fosters a vision
of these tasks as essentially independent from one another. Brand Management takes a
different perspective. The course promotes a more holistic understanding of business based
on the assumption that branding serves a fundamental strategic function.
Didactic approach & teaching methods
This course endorses a practitioner, more than academic, focus and aims to introduce you
to the issues faced by brand stewards and to provide a set of tools to manage them.
Stressing this applied focus, the course makes extensive use of the case method and pays
special attention to current trends in branding practice.
Each session will focus on a specific branding issue. The sessions will be a combination of
case discussions (sometimes based on a case booklet, sometimes on a videocase,
sometimes on both) and interactive lectures. The case discussions are designed to
introduce and illustrate the complexities associated with the topic of the session. The
lectures provide a series of frameworks and management tools, blending theory with
practical examples and putting a special emphasis on input from your own experience, both
as managers and customers.
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Course organization
The course is articulated around three levels of analysis. The first two lectures establish the
foundations for an understanding of branding by exploring what a brand is, how brand equity
should be assessed, and the benefits of a strong brand for a firm’s competitive advantage.
These sessions will take place on two consecutive days.
The following three lectures discuss the key aspects of brand management: how to develop
a brand positioning strategy, how to manage a brand portfolio, and how to plan a brand
communication strategy.
The last two sessions focus on special issues that are particularly important for current (and
future) branding practices. These sessions feature topics such as retail and luxury branding.
These final sessions also serve to tie together the concepts introduced during the course.
Readings
The course pack provided includes the readings required for each session. Additional
material will be made available on Blackboard during the term for those interested. As a
reference book, I recommend Keller’s Strategic Brand Management (Prentice-Hall).
Summary of grading
The final grade will be a combination of individual and group assignments, and of class
participation. In designing the assignments, I tried to ensure that your effort can be justified
also on educational grounds, and not assessment alone. You will be required to write 2 case
write-ups in groups of 6 (40% of the final grade) and an individual brand report about how
branding concepts and strategies can help the organization you work for (40% of the final
grade). The remaining 20% will be based on class participation. Each of these grade
components is reviewed in detail below.
The deadline for the case write-ups is the day the selected case is discussed in class. The
deadline for the brand report is the end of November.
Case write-ups (40% of the grade)
The group assignment consists of 2 case write-ups. For this assignment you will work
together with 5 other fellow students. You will be free to form the groups. Within some
constraints, you will also be free to choose the cases you prefer to work on among the
following: Pringles (Session 3), Unilever (Session 4), Cialis (Session 5), and Burberry
(Session 6).
The deadline for forming the groups and selecting the cases is September 10. By that
date, each group should send me an email with the list of group members and the cases
that the group intends to write about. Each case should be addressed by a minimum of 2
groups. I will coordinate the selection process with the groups to ensure that all cases are
well covered but, as a general rule, groups will be allocated to cases on a first-come-firstserve basis. If you have a strong preference for a particular case, I therefore advise you to
send me your group details and choices as early as possible.
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In grading the assignments, students who choose to work on a case discussed earlier in the
course will not be penalized for the fact that they have been exposed to a smaller portion of
the course content than students who choose to work on a case discussed later in the
course. To this end, the assignments will be graded based exclusively on how student
address the questions provided in relation to the content of the case hand-out.
Make sure to provide a coherent and balanced argument. Be specific in your
recommendations and action plans. Above all, please do not spend time paraphrasing the
details of the case.
The pedagogical value of this assignment is compromised when students access external
information, instead of relying exclusively on the documentation provided. To highlight
specific issues, facts may be distorted and important situational factors might be omitted.
Therefore, you should not try to rely on information about the case from outside sources and
you should not to find out what really happened to the company and work backwards to your
recommendations.
The maximum length of the case write-ups is 1.500 words. The first page is a cover page,
text should starts in page 2. On the cover page, indicate the group number and list group
members.
The case write-ups must be handed in before the case discussion (either hard copy at the
beginning of the session or by email before the session). Respecting the deadlines is very
important. Write-ups will not be graded if they are received after the case has already been
discussed. For each case, a set of questions will constitute the basis for the assignment:
Pringles (deadline is Saturday, September 17)
1) Discuss and compare the various approaches that Carando could use to segment the
Italian market. What segmentation variables could be considered? Should they be
considered alone or in combination? For each of these variables, what are the key
segments?
2) Select a target market for Pringles. Base your answer on the previous analysis and on the
data provided in the case booklet, especially the market research results.
3) Why are the decisions that Carando still needs to make with respect to product,
communication and distribution important? (E.g., paprika vs. barbecue flavor). What are the
implications for the brand of choosing one option versus the other?
Unilever (deadline is Saturday, October 1)
1) Unilever’s brand architecture in the ice-cream category is complicated, involving many
layers and brands (corporate brand, country brand, and product brands). Review the
different brand layers in Unilever’s ice-cream business and for each of the layers discuss
key challenges.
2) How should one go about defining a brand positioning strategy in such a complex
situation? How do the various layers relate to each other?
3) Unilever is facing a declining market share and a general loss of relevance among
consumers. In response to these challenges, Unilever is considering reducing considerably
its brand portfolio. Why does Unilever think that brand consolidation might lead to a stronger
position in the ice-cream category?
Cialis (deadline is Saturday, October 29)
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1) What is the positioning of Viagra in 2002? How did the Viagra brand change over time
and why?
2) Based on an analysis of company, consumers, and competitors, what positioning strategy
would you recommend for Cialis? Discuss this strategy in relation to Viagra’s positioning.
3) What is the role of partners and doctors in the buying process? In particular, at which
steps of the Health Care Transaction Model (Figure A), do these influencers play an
especially important role? And why?
Burberry (deadline is Saturday, November 12)
1) Compare Burberry’s positioning before and after Bravo’s arrival. Why did Bravo pursue
this positioning and how did she manage to accomplish it?
2) There are important differences between some of the markets served by Burberry (e.g.,
male vs. female; West European vs. Asian; younger vs. older). How does the Burberry
brand as devised by Bravo manage to speak to all these different group of consumers?
3) The fashion business is inherently risky, due to the intensity of competition and the
continuous change in consumer tastes. Moving forward, what do you see as the main
strategic challenges for the Burberry brand? Review the three most important challenges
and make suggestions for each of them.
Brand report (40% of the grade)
In this individual assignment, you are asked to examine how brand management concepts
and strategies could help improve what your company does. You are free to choose the type
of issues that you want to address. If you are currently not working for any company (e.g.,
you are studying full-time or working as a free-lancer), come talk to me at the beginning of
the term to discuss which company to focus on for this assignment.
In addition to marketing, possible topics may be related to a variety of functions, such as
finance (e.g., brand equity tracking), HR (e.g., internal communication), R&D and product
design (e.g., brand extensions), or general strategy (e.g., brand architecture or
organizational focus).
Start by providing an outline of the company and the industry (What does your company do?
How is that different from competitors’ offerings? What kind of organizational culture does it
have? Etc.). In this review, you should highlight a specific challenge that the company faces
right now. It’s better to carry out an in-depth analysis of one issue than to cover many
areas superficially.
The rest of the report should be devoted to explaining how brand management concepts
and strategies can be used to address this challenge and what steps the firm needs to take
in order to implement your proposal.
You should make a compelling case for your proposed plan. To do so, it’s important that you
motivate as much as possible your analysis and recommendations with factual information.
You should also explore potential issues with your proposal (e.g., what are going to be likely
barriers to implementation?).
The maximum length of this assignment is 2.500 words. It’s up to you to decide how to
organize the document. The deadline for submission is Wednesday, November 30, at 9 am.
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Class participation (20% of the grade)
During case discussions, a poorly prepared class invariably leads to an unrewarding
experience for all involved. Thus, the long-term benefits from this course will be proportional
to the extent that you make this course your project. This means that you are expected to
come to class prepared and to actively participate.
Specifically, you are expected to contribute to an informed exchange about the topic of the
class and to have well-developed points of view about the cases and other reading material.
Your participation will be judged based on four criteria: the frequency of your attendance, the
quantity and (especially) the quality of your comments, and your ability to facilitate a
constructive discussion.
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Session 1: Brand Equity
Date
Friday, September 2, 14:30-18:00.
NOTE: This session will be 30 minutes longer than usual.
Overview
In the first part of the session, we will review what a brand is and the role of brand equity
within a marketing metrics system. We will also review methods to measure brand equity
and, as an illustration, examine the tracking system of WPP. In the second half of the
session we will discuss a videocase (Marks & Spencer). This videocase will introduce
several key issues in branding.
Agenda
• Welcome and course info
• Intro to branding: Symbols for sale
• Brand equity
• Marks & Spencer videocase
Learning objectives
(1) Clarify what a brand is, explore the symbolic function of brands, and learn about brand
management as a managerial system. (2) Understand the importance of assessing brand
equity on a regular basis and of using the correct metrics.
Readings & outline
• This syllabus
• Kumar (2004), Marketing as Strategy, Boston, MA: Harvard Business School Press, 126.
The introduction of Kumar’s excellent book explains why marketers need to be less concerned with tactics
and more with strategy. The book is not about branding per se, but the chapter encapsulates some of the
key axioms of my approach to branding, including the strategic role of brands and the importance of having
the customer squarely in sight when running any business. It also touches on other topics discussed during
the course, such as channel and brand portfolio management.
•
Chandon (2004), “Note on Brand Audit: How to Measure Brand Awareness, Brand
Image, Brand Equity, and Brand Value”, INSEAD Teaching Note 504-20-6.
Chandon succinctly reviews a broad range of methods for measuring brand-related constructs.
•
Millward Brown (2002), BrandDynamics.
This brochure introduces the tracking system used by WPP.
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Session 2: Brand Strategy
Date
Saturday, September 3, 9:30-12:30
Overview
We will start with a discussion of the benefits of branding for consumers and for firms. We
will follow with a reality check and explore the role of tangibles using the Dasani videocase.
We will end the session with a focus on B2B branding, a topic that is often not covered well
in the brand management literature. Reinier Willems, marketing manager at LeasePlan and
RSM alumnus, will tell you why he loves working in B2B branding.
Agenda
• The benefits of a brand strategy
• Dasani videocase
• Guest lecture: B2B branding advocacy
Learning objectives
(1) Learn the benefits of branding for consumers and for firms. These arguments are a key
learning from the course because effective brand management requires a deep appreciation
of the strategic implications of branding. (2) Learn why branding is just as important in B2B
as in B2C contexts and why a career in B2B branding can be exciting and rewarding.
Readings & outline
• Keller, Aperia, and Georgson (2008), Strategic Brand Management: A European
Perspective, Upper Sadle River, NJ: Prentice-Hall, 81-87.
These pages summarize some of the advantages of strong brands.
•
Gregory and Sexton (2007), “Hidden Wealth in B2B Brands,” Harvard Business Review,
3, 23.
Many managers and business writers consider branding just an aspect of advertising or product image.
Accordingly, branding is basically a tactical (or cosmetic) function that only marketing managers in B2C
markets should care about. This is wrong. Branding is crucial for all firms, including those working in
industrial markets. This short article exemplifies the value of B2B brands.
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Session 3: Brand Positioning
Date
Saturday, September 17, 9:30-12:30
Overview
We will start with the Pringles case. We will then explore brand positioning using the 3C
model and discuss what makes a good brand positioning strategy and how to implement it.
We will then discuss how to manage brands over time, with an emphasis on revitalization,
repositioning and rebranding strategies.
Agenda
• Pringles case
• Brand positioning
• Managing brands over time
Learning objectives
(1) Learn how to develop and implement a differentiated and sustainable brand positioning
strategy. (2) Learn how to manage a brand over time, understanding the opportunities and
dangers involved in updating a brand’s positioning.
Readings & outline
• Case: Procter & Gamble Italy: The Pringles Launch.
• Keller, Sternthal, and Tybout (2002), “Three Questions You Need to Ask About Your
Brand,” Harvard Business Review, September.
This article makes a number of interesting and simple considerations about brand positioning and about
managing brands over time.
•
Anderson, Narus, and van Rossum (2006), “Customer Value Proposition in Business
Markets,” Harvard Business Review, March.
The authors review the foundations of successful brand positioning in business markets. The basic ideas
(about the importance of understanding customers’ needs and the value the brand brings to them) apply just
as well in B2C markets. The article was published before the recession began and it now sounds prescient.
•
Adams (1996), The Dilbert Principle, New York: Collins, 35-41.
This ironic chapter exposes common abuses of brand positioning statements. I included this just for fun but,
sadly, I think it reflects decision making processes within many firms more closely than we like to think.
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Session 4: Brand Architecture
Date
Saturday, October 1, 9:30-12:30
Overview
We will start with the Unilever case. This case offers many stimulating points with respect to
the issues of brand architecture and brand consolidation. We will then discuss a framework
for understanding brand architecture and review the pros and cons of a consolidation
strategy. After, we will review of the strategy of brand extension.
Agenda
• Unilever case
• Brand architecture
• Brand extension
Learning objectives
(1) Become knowledgeable with the arguments in favor and against brand consolidation. (2)
Learn a useful framework for understanding brand architecture and brand portfolio
management. (3) Learn why, when, and how a brand should extend to another product
category.
Readings & outline
• Case: Brand Consolidation: Re-Positioning Unilever’s European Ice-Cream
Business.
• Aaker and Joachimsthaler (2000), “The Brand Relationship Spectrum,” California
Management Review, 42, 8-23.
They introduce a very useful tool for understanding brand architecture.
•
Kumar (2003), “Kill a Brand, Keep a Customer,” Harvard Business Review, 12, 86-95.
Kumar provides a good analysis of brand consolidation.
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Session 5: Brand Communication & Retail Branding
Date
Saturday, October 29, 9:30-12:30
Overview
We will first discuss the Cialis case. In this case we will link the development of a positioning
strategy to that of an effective communication strategy. Then we will discuss the strategic
role of the “funnel” in brand communication (hierarchy of effect model) and Integrated
Marketing Communication (IMC). Finally, we will review a hot topic in branding and
marketing: retail branding (looking at both retailer and manufacturer sides).
Agenda
• Cialis case
• The communication process
• Integrated Marketing Communications
• Retail branding
Learning objectives
(1) Learn the strategic importance of the “funnel” (Hierarchy of Effects Model) and how to
develop one for your brand. (2) Understand the role of Integrated Marketing
Communications. (3) Develop a sophisticated understanding of retail branding. (4) Learn
the importance of channel management for manufacturers.
Readings & outline
• Case: Product Team Cialis: Getting Ready to Market.
• Ritson (2005), “Stage Management is Key to Success,” Marketing, 20 July.
This short article nicely reviews the managerial importance of the hierarchy of effects model.
•
Dunne and Narasimhan (1999), “The New Appeal of Private Labels,” Harvard Business
Review, May-June.
The article reviews development in retail branding and how manufacturers should react to the new private
label landscape.
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Session 6: Luxury Branding & Grand Finale
Date
Saturday, November 12, 9:30-12:30
Overview
The session will begin with the Chanel videocase. This case provides a perfect starting point
for discussing luxury branding. After, we will discuss the Burberry case. This case touches
upon several important topics (positioning, architecture, communication, retailing and luxury)
and it is therefore a good way to stress a final time the key learnings of the course. We will
end with a discussion of the meaning of brands and of how brand management is likely to
change in the future.
Agenda
• Chanel videocase & Luxury branding
• Burberry case
• The future of branding
Learning objectives
(1) Learn what is different with luxury branding. (2) Consider how we can expect brand
management to change in the next 10 to 20 years.
Readings & outline
• Case: Burberry.
• Kapferer (1998), Strategic Brand Management, London: Kogan Page, 76-85.
This (fittingly) French branding expert summarizes the key aspects of luxury branding.
•
Dawar (2004), “What Are Brands Good For?,” Sloan Management Review, 46, 31-37.
Dawar discusses the value of brands in the age of disaggregated markets.
•
Rust, Moorman, and Bhalla (2010), “Rethinking Marketing,” Harvard Business Review,
January-February, 94-101.
They argue that today’s firms need to change their organizational design from brand-centric to customercentric.
YOU ARE INVITED TO THE BRAND
MANAGEMENT SOCIAL EVENT
A farewell evening event is planned for November 13.
More details will follow during the course.
I hope to see you all.
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