BRAND MANAGEMENT Course Description This course is based around the fact that how branding is the core

of any marketing strategy and how the real focus of every marketer centers on managing their brands. Brand is created when it positions itself differently in the minds of consumers and sustains the differentiation by innovating itself continuously. Students through this course will understand the importance of brands and how brands continually renovate themselves to be in the mindset of the targeted consumers using various integrated marketing communication tools. This course is offered in Centennial Colleges Graduate Certificate Programs and as such, subject matter is treated in a manner consistent with its graduate status.

Course Learning Outcomes The student will reliably demonstrate the ability to: 1. Debate the importance of brands and managing of brands 2. Describe and practically source the effectiveness of three models of branding: Brand Positioning, Brand Resonance and Brand Value Chain 3. Understand the process behind the making of the brand elements and related associations using the perceptual mapping 4. Understand the importance of storytelling as a strategic tool in brand ideology 5. Synchronize the 4Ps and 5Cs of Marketing to build brand equity 6. Through the use of various case studies, building upon the analytical and research skills to understand the success of brands worldwide 7. Developing the integrated marketing communications plan to help the brand create a dialogue with the target segment Essential Employability Skills (EES) The student will reliably demonstrate the ability to: 1. Communicate clearly, concisely and correctly in the written, spoken, and visual form that fulfills the purpose and meets the needs of the audience 2. Respond to written, spoken, or visual messages in a manner that ensures effective communication 3. Apply a systematic approach to solving problems 4. Use a variety of thinking skills to anticipate and solve problems 5. Locate, select, organize, and document information using appropriate technology and information systems 6. Analyze, evaluate, and apply relevant information from a variety of sources 7. Show respect for the diverse opinions, values, belief systems, and contributions of others 8. Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals

Text and Other Instructional/Learning Materials Strategic Brand Management Edition 3 by Kevin Lane Keller: Building, Measuring & Managing Brand Equity Evaluation and Grading System Evaluation Description Individual Assignment Week 4 In-class assignments spread across Weeks 3, 5, 6, 10, 11, 12, 13; weeks 3 and 12 include 5 % for GC&E outcomes) Group Assignment Week 9 Test #1 Week 8 Chapters 1 7 Final Exam Week 15 Chapters 8 13 Weight (Out of 100%) 10% 15%

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Topic Outline
Week 1 Topics Introduction to the Course: Brands and Brand Management Readings/material Chapter 1 Weekly Learning Outcomes Define brand, state how brand differs from a product, and explain what brand equity is Summarize why brands are important by explaining how branding applies to virtually everything Describe the main branding challenges and opportunities Identify the steps in the strategic brand management process and enhancing the strength of those brands over time This text will help you reach a deeper understanding of how to achieve those branding goals. Its basic objectives are To explore the important issues in planning, implementing, and evaluating brand strategies To provide appropriate concepts, theories, models, and other tools to make better branding decisions Instructional Strategies Icebreaking session with the help of experience sharing Course Evaluation

Class Discussion

Customer based brand equity and

Chapter 2

The three models that provide crucial micro and macro

brand positioning

perspectives on successful brand building: Brand positioning model, brand resonance model and brand value chain

To aid in that planning, three tools or models are helpful. Like the famous Russian nesting Matryoshka dolls, the three models are interconnected and in turn become larger in scope: the first model is a component in the second model; the second model, in turn, is a component in the third. Combined, the three models provide crucial micro and macro perspectives on successful brand building. These are the three models: 1. Brand positioning model describes how to establish competitive advantages in the minds of customers in the marketplace; 2. Brand resonance model describes how to take these competitive advantages and create intense, active loyalty relationships with customers for brands; and 1. Brand value chain

Chapter 3: Brand Resonance and Brand Value Chain the brand planning system. We first present the brand resonance model, which describes how to create intense, active loyalty relationships with customers. The model considers how brand positioning affects what consumers think, feel, and do and the degree to which they resonate or connect with a brand. After discussing some of the main implications of that model, we consider how brand resonance and these loyalty relationships, in turn, create brand equity or value. The brand value chain model is a means by which marketers can trace the value creation process for their brands to better understand the financial impact of their marketing expenditures and investments. Based in part on the customer-based brand equity (CBBE) concept developed in Chapter 2, it offers a holistic, integrated approach to understanding how brands create value. Chapter 4: Choosing Brand Elements to Build Brand equity

Brand elements, sometimes called brand identities, are those trademarkable devices that serve to identify and differentiate the brand. The main ones are brand names, URLs, logos, symbols, characters, spokespeople, slogans, jingles, packages, and signage. The customer-based brand equity model suggests that marketers should choose brand elements to enhance brand awareness; facilitate the formation of strong, favorable, and unique brand associations; or elicit positive brand judgments and feelings. The test of the brand-building ability of a brand element is what consumers would think or feel about the product if they knew only that particular brand element and not anything else about the product and how else it would be branded or marketed. A brand element that provides a positive contribution to brand equity conveys or implies certain valued associations or responses. This chapter considers how marketers choose brand elements to build brand equity. After describing the general criteria for choosing brand elements, we consider specific tactical issues for each of the different types of brand elements and finish by discussing how to choose the best brand elements to build brand equity. Chapter 5: Designing Marketing programs to Build Brand equity This chapter considers how marketing activities in generaland product, pricing, and distribution strategies in particularbuild brand equity. How can marketers integrate these activities to enhance brand awareness, improve the brand image, elicit positive brand responses, and increase brand resonance? Our focus is on designing marketing activities from a branding perspective. Well consider how the brand itself can be effectively integrated into the marketing program to create brand equity. Of necessity, we leave a broader perspective on marketing activities to basic marketing management texts. We begin by considering some key developments in designing marketing programs. After reviewing product, pricing, and channel strategies, we conclude by considering private labels in Brand Focus 5.0. Chapter 6: Integrating Marketing Communications to Build Brand equity This chapter considers the final and perhaps most flexible element of marketing programs. Marketing communications are the means by which firms attempt to inform, persuade, and remind consumersdirectly or indirectlyabout the brands they sell. In a sense, marketing communications represent the voice of the brand and are a means by which the brand can establish a dialogue and build relationships with consumers. Although advertising is often a central element of a marketing communications program, it is usually not the only elementor even the most important onefor building brand equity. Figure 6-1 displays some of the common marketing communication options for the consumer market. Designing marketing communication programs is a complex task. We begin by describing the rapidly changing media

landscape and the new realities in marketing communications. To provide necessary background, we next evaluate how the major communication options con-tribute to brand equity and some of their main costs and benefits. Chapter 7: Leveraging Secondary Brand Associations to Build Brand Equity This chapter considers the third means of building brand equitynamely, through the leverage of related or secondary brand associations. Brands themselves may be linked to other entities that have their own knowledge structures in the minds of consumers. Because of these linkages, consumers may assume or infer that some of the associations or responses that characterize the other entities may also be true for the brand. In effect, the brand borrows some brand knowledge and, depending on the nature of those associations and responses, perhaps some brand equity from other entities.This indirect approach to building brand equity is leveraging secondary brand associations for the brand. Secondary brand associations may be quite important to creating strong, favor-able, and unique associations or positive responses if existing brand associations or responses are deficient in some way. It can also be an effective way to reinforce existing associations and responses in a fresh and different way. Chapter 8: Developing a Brand Equity Measurement and Management System The customer-based brand equity (CBBE) concept provides guidance about how we can measure brand equity. Given that customer-based brand equity is the differential effect that knowledge about the brand has on customer response to the marketing of that brand, two basic approaches to measuring brand equity present themselves. An indirect approach can assess potential sources of customer-based brand equity by identifying and tracking consumers brand knowledge all the thoughts, feelings, images, perceptions, and beliefs linked to the brand. A direct approach, on the other hand, can assess the actual impact of brand knowledge on consumer response to different aspects of the marketing program. Chapter 9 Measuring Sources of Brand Equity: Capturing Customer Mind-Set Understanding the current and desired brand knowledge structures of consumers is vital to effectively building and managing brand equity. Ideally, marketers would be able to construct detailed mental maps to understand exactly what exists in consumers mindsall their thoughts, feelings, perceptions, images, beliefs, and attitudes toward different brands. These mental blueprints would then provide managers with the insights to develop a solid brand positioning with the right points-of-parity and points-of-difference and the strategic guidance to help them make good brand decisions. Unfortunately, such brand knowledge structures are not easily measured because they reside only in consumers minds.

Nevertheless, effective brand management requires us to thoroughly understand the consumer. Often a simple insight into how consumers think of or use products and the particular brands in a category can help create a profitable change in the marketing program. Thats why many large companies conduct exhaustive research studies (or brand audits, as described in Chapter 8) to learn as much as possible about consumers. Chapter 10: Measuring Outcomes of Brand Equity: Capturing Market Performance Ideally, to measure brand equity, we would create a brand equity indexone easily calculated number that summarizes the health of the brand and completely captures its brand equity. But just as a thermometer measuring body temperature provides only one indication of how healthy a person is, so does any one measure of brand equity provide only one indication of the health of a brand. Brand equity is a multidimensional concept, and complex enough to re-quire many different types of measures. Applying multiple measures increases the diagnostic power of marketing research and the likelihood that managers will better understand what is happening to their brands and, perhaps more important, why. COMPARATIVE METHODS Comparative methods are research studies or experiments that examine consumer attitudes and behavior toward a brand to directly estimate specific benefits arising from having a high level of awareness and strong, favorable, and unique brand associations. There are two types of comparative methods. Brand-based comparative approaches use experiments in which one group of consumers responds to an element of the marketing program or some marketing activity when it is attributed to the target brand, and another group responds to that same element or activity when it is attributed to a competitive or fictitiously named brand. Marketing-based comparative approaches use experiments in which consumers respond to changes in elements of the marketing program or marketing activity for the target brand or competitive brands.