unit guide bm 2013 2014

Brand Management Unit Guide _____________________________________________________________________

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THE MEDIA SCHOOL

Corporate & Marketing Communications Academic Group

BA (Hons) Advertising BA (Hons) Marketing Communications

BA (Hons) Public Relations

Level H

Brand Management

2013/2014

UNIT GUIDE

Lecturer: Jill Quest

Tel: (01202) 965244 Office: W427 e-mail: [email protected]


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Contents Page No Introduction to the Unit 3 Brand Management Unit Overview 4 Reading/resources 6 Provisional Lecture Programme 8 Assessment brief 19 Exam paper 2013 24 Examiner’s report 2013 25


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Introduction to the Unit Brand management continues to be topical – just take a look at the lead news stories on the World Advertising Research Centre (WARC). You will soon realise that there is a diverse range of articles related to the subject, covering a number of conflicting perspectives. But despite this, there is a widely held view that brands are here to stay. Brands hold enormous equity for organisations and are an important source of competitive advantage. Hence companies increasingly have to address how best to effectively manage their brands, particularly in view of increased global competition, a dynamic media landscape and greater consumer choice and influence. This unit will address these issues and more. In particular, given the strategic importance of brands, lectures and seminars will focus on how to develop and manage brands over the long-term. Throughout the unit we will examine a number of topics, including an overview of the branding process; organising for brand building; managing brands over time; managing brands over geographic boundaries; and measuring brand equity. In essence, in undertaking the unit, you’ll adopt a client perspective and develop a real insight into brand management and the current issues companies face. Best regards and good luck for the forthcoming term. Jill Quest


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Brand Management Unit Overview Hours Student Study Hours: 6 hours per week Class contact hours: 3 hours per week on average Credit points: 20 Lecture times: 9.00 a.m. on Tuesdays, 10.00 a.m. on Wednesdays. See your individual timetables for your fortnightly two hour seminars. Weeks without scheduled seminars: to engage with peer review work for two hours. Tutorial time 9.00 a.m.-12 noon every Tuesday and 9.00 a.m.-11.00 a.m. every Friday. Rationale Effective management of a company’s brand is central to its vitality and profitability. The brand, for many companies, represents the focal point of activity which draws together communication, media, marketing and the consumer. Linkages There are many links with other units both at level I and level H. Communication of a company’s brand will be central to your studies. Aims 1. To develop a critical understanding on the emerging body of theory on brands and

their management. 2. To develop the strategic and tactical skills to manage the range of internal and

external factors which lead to well targeted and profitable brands; 3. To evaluate the implications of new opportunities and threats facing brand

management; 4. To evaluate branding issues from both the perspective of the client and the

consumer.

Intended Learning Outcomes On completion of this unit you will be able to:

1. Critically analyse appropriate theory. 2. Develop the skills and frameworks for creating competitive strategies for brands. 3. Critically assess and review brand performance in the light of changing

conditions and opportunities. 4. Initiate brand modifications in response to market needs.

Teaching and Learning Methods


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There will be a range of learning and teaching strategies used to develop intellectual and cognitive skills that will enable students to meet the learning objectives. This is includes lectures, seminars, student presentations, directed reading and peer review. Lectures will introduce and develop the main issues, concepts and perspectives related to subject areas and will be supplemented by guest lectures, delivered by industry experts to ensure a balance of theory and professional application. A complementary series of interactive seminars will explore their implications and application. Indicative Content

• Past, present and future perspectives of brands, consumer and client perspectives.

• Brand architecture • Systems of brand management • Brand models, brand meaning and positioning. • Competitive considerations, sources of competitive advantage. • Managing brand extensions. • Revitalising and creating new brands • Global perspectives • Building and measuring brand equity

Assessment This unit will be summatively assessed by a three hour (partial) open book exam which will address all learning outcomes. Formative Assessment Seminar topics will include work directly relevant to the examination assessment. You will be asked to prepare material in advance and you will receive formative feedback in seminars with assessment criteria similar to what you may expect in the examination. As preparation for the final examination students develop a portfolio of work that may be taken into the exam. This consists of peer reviewed work as a result of seminar outputs. This typically may be a half page summary or notes to an applied specific topic. This may consist of: Unpicking a brand using a brand model Explore current architecture Competitive threats Positioning Brand Extensions Global perspectives Brand equity Indicative Learning Resources


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Reading List Key Texts Kapferer, J., 2012. The New Strategic Brand Management. Advanced Insights and Strategic Thinking, 5th Ed. London: Kogan-Page. Keller, K.L., 2008. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. Harlow: Prentice Hall or…. Keller, K.L., Aperia, T., and Georgson, M., 2012. 2nd Ed. Strategic Brand Management: a European perspective. Harlow: Prentice Hall. Subsidiary Academic Texts Batey, M., 2008. Brand Meaning. Abingdon: Routledge. Elliott, R.H., Percy, L., and Pervan, S. 2011.2nd Ed. Strategic Brand Management, Oxford: Oxford University Press. Aaker, D. & Joachimsthaler, E., 2000. Brand Leadership. London: The Free Press. Baskin, M. & Earls, M. (Eds) 2002. Brand New Brand Thinking. London: Kogan Page. De Chernatony, L., 2006. From Brand Vision to Brand Valuation. Oxford: Butterworth-Heinemann. De Chernatony, L. & McDonald, M., 2003. Creating Powerful Brands, 3rd Ed. Oxford: Butterworth-Heinemann. De Mooij, M. 2005. Global Marketing and Advertising 2nd Ed. London: Sage Franzen, G. & Bouwman, M. 2001. The Mental World of Brands, Mind, memory and brand success, Henley-on-Thames World Advertising Research Centre. Heding, T., Knudtzen, C. & Bjerre, M. 2009. Brand Management, Research, Theory and Practice. London: Routledge. Holt, D.B., 2003. How Brands become Icons. Boston: Harvard Business School Press. Klein, N., 2000. No Logo., London: Flamingo Laforet, S., 2010. Managing Brands, A Contemporary Perspective Maidenhead: McGraw-Hill. O’Guinn, T., Allen, & Semenik, R., 2009. Advertising and Integrated Brand Promotion. USA: Cengage. Reizebos, R., 2003. Brand Management. Harlow: Prentice Hall: Schroeder, J. and Salzer–Morling, M., 2006. Brand Culture. Routledge: Abingdon. Sharp, B. 2013. How Brands Grow: What Marketers Don’t Know. Oxford: Oxford University Press Subsidiary Professional Texts Barden, P.,2013. Decoded. Chichester: Wiley. Haig, M., 2003. Brand Failures. London: Kogan Page. Ind, N., Fuller, C., and Trevail, C., 2012. Brand Together. London: Kogan Page. Lindstrom, M., 2002. Clicks, Bricks and Brands. London: Kogan Page. Lindstrom, M., 2005. Brand Sense. London: Kogan Page. Lindstrom, M., 2011. Brandwashed. London: Kogan Page. Rosenbaum, S., 2011.Curation Nation. USA: McGraw Hill.


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Van den Bergh, J. and Behrer, M. 2013.How Cool Brands Stay Hot. London: Kogan Page. Useful Web sites http://www.brandrepublic.co.uk/home/ http://www.interbrand.com http://trendwatching.com http://adbrands.net http://guardian.co.uk/media http://warc.com Journals: The majority of the reading for the unit will be from within the academic journals - see specific reading list to accompany each lecture.


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Provisional Lecture Programme w/c Facility

Week no.

Lecture description Seminar

Sept 30

12 Introduction to the Course – brand mortality Past/Contemporary Brand Thinking

Draft a report which unpacks the challenges facing brands today.

Oct 7 13 Brand Meaning Brand Modelling

Peer activity: decide with whom you are going to work and brainstorm ideas for brand extensions.

Oct 14 14 Assessment briefing Organisation of Brands

Brand Model group activity. Formative assessment:. Find a model that you’ve not tackled before, With a brand of your choice, deconstruct it.

Oct 21 15 Competitive Considerations in Branding

Peer activity. Using a brand model (that you might adapt in the light of any criticism) unpack a brand of your choice. Outputs for your examination: clear identification of your brand’s values that will serve as a platform for your brand positioning.

Oct 28 16 Brand Architecture Brand Management Structures

Formative assessment: Investigate a strategic analytical tool and apply to any brand/destination category of your choice.

Nov 04 17 Reading Week and Awards Ceremony

No contact time

Nov 11 18 Category Management Positioning

Peer activity: Decide the appropriate strategic analytical tools to apply in the examination. Outputs: a planned analytical approach in readiness for your examination.

Nov 18 19 Creating a New Brand Revitalising Brands

Workshop: Positioning case study.

Nov 25 20 Managing Brand Extensions

Peer activity: produce a positioning strategy for your new brand in its category, mindful of the earlier unpacked values. Produce a perceptual map and positioning statement. Outputs: position your brand in its new category

Dec 02 21 Global Branding Experiential Branding

Revision seminars/assessment prep/tackling the unseen element

Dec 09 22 Brand Equity 1 and 2

Peer activity: Produce a structure for your examination answer to run through in readiness for the tutorial.

Holiday 23 -25 Jan 06 26 Revision lecture/exam

preparation Tutorials

Jan 13 27 Tutorials


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The following is a selection of reading to accompany each lecture. I’ve deliberately included a wide selection as this might be useful support for any dissertation reading. See the final few slides at the end of each lecture for more directed reading. Facility Week Lecture Topic 12 Brand mortality.

By the end of week 12 sessions you should be able to Understand traditional, current and future thinking on what constitutes a brand Evaluate different ways of examining brands

http://www.eulerpartners.com/2013/03/dell-social-media-predictions/ http://www.youtube.com/watch?v=FN3z8gtDUFE&feature=plcp> http://www.youtube.com/watch?v=A_ut93YYZu8 http://www.warc.com/Content/ContentViewer.aspx?ID=cc26a91c-4d48-40c6-877b-8fb1ce45ef69&ID=cc26a91c-4d48-40c6-877b-8fb1ce45ef69&MasterContentRef=cc26a91c-4d48-40c6-877b-8fb1ce45ef69 www.pugbear.co.uk Gabriel, Y and Lang,. T., 1995. The Unmanageable Consumer: contemporary consumption and its fragmentation. London: Sage. Chapter 1 Holt, D., 2002. Why do brands cause trouble? A Dialectical Theory of Consumer Culture and Branding. Journal of Consumer Research, 29 (1), 70-90 Kliatchko, J., 2008. Revisiting the IMC construct: a revised definition and four pillars International Journal of Advertising 27, (1) Mitchell, A. 2005. Lean is no longer mean in the new brand philosophy. Marketing Week’. London: Centaur Media plc. Scase. R., 2010. The iPod Generation looks for honesty, not marketing spin. Market Leader, Winter 2010 Schroeder, J. & Salzer–Morling, M., 2006. Brand Culture. Abingdon: Routledge. Ch 3 Van den Bergh, J. and Behrer, M. 2013.How Cool Brands Stay Hot. London: Kogan Page.

Lecture Two Past and contemporary brand thinking. Albert, N., Merunka, D., and Valette-Florence, P., 2008. When Consumers Love Their

Brands: Exploring the Concept and its Dimensions, Journal of Business Research, 61, (10) 1062-75. Brad, F. and Thomson, S. 2012. WOM is more offline than online. Admap. (October) De Chernatony, L. and Dall’Olmo Riley, F., 1998. Defining a 'Brand': beyond the literature with experts' interpretations. Journal of Marketing Management, 14, 417-


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443. Dunsdon, A., 2009. Beware the age of conversation: embrace the age of osmosis. Campaign (UK), 10 April, 2009. Franzen, G. and Bouwman, M., 2001. The Mental World of Brands, WARC Jevons, C., 2007. Towards an integrated definition of the brand. The Thought Leaders International Conference on Brand Management. April 2007 Birmingham Business School.

Levy, S., 1959.Symbols for Sale. Harvard Business Review, 37(4) 117-124. Sharp, B. 2013. How Brands Grow: What Marketers Don’t Know. Oxford: Oxford University Press Stern, B., 2006. What does brand mean? Historical-analysis method and construct definition. Journal of the Academy Of Marketing Science, 34 (2), 216-223.

Week 13 Brand Meaning Berthon, P., Pitt, L. F., and Campbell, C., 2009. Does brand meaning exist in

similarity or singularity? Journal of Business Research, 62 (3), 356-361. Bhat, S. and Rheddy, S., 1988. Symbolic and Functioning Positioning of Brands. Journal of Consumer Marketing. 15, (1) 32-43. Braun-La Tour, K., La Tour, M. and Zinkhan, G., 2007. Using childhood memories to gain insight into brand meaning. Journal of Marketing, 71 (2), 45-60 Brown, S., Kozinets, R. and Sherry, J., 2003. Teaching Old Brands New Tricks: Retro Branding and the Revival of Brand Meaning Journal of Marketing, 67 (July), 19-33. Csikszentmihalyi, M. and Rochberg-Halton, E., 1981. The Meaning of Things, Cambridge: Cambridge University Press. Escalas, J. E. and Bettman, J. R., 2005. Self-construal, reference groups, and brand meaning. Journal of Consumer Research, 32 (3), 378-389. Hollenbeck, C., Peters, C. and Zinkhan, G., 2008. Retail Spectacles and Brand Meaning: Insights from a Brand Museum Case Study. Journal of Retailing, 84 (3), 334 - 353. Holt, D., 2004. How Brands Become Icons: The Principles of Cultural Branding, Boston, Harvard Business School Press. Kates, S. and Goh, C., 2003. Brand Morphing. Journal of Advertising, 32 (1), 59-68. Ligas, M. and Cotte, J., 1999. The Process of Negotiating Brand Meaning: A Symbolic Interactionist Perspective. Advances In Consumer Research, 26, 609-614.


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Merrilees, B. and Millar, D. 2010. Brand morphing across Wal-Mart customer segments. Journal of Business Research, 63 (11), 1129-1134. Mitchell, A., 2005. Lean is no longer mean in the new brand philosophy. . Marketing Week’. London: Centaur Media plc. Muniz, A. M., and O' Guinn, T., 2001. Brand Community. Journal of Consumer Research, 27 (March), 412-432. Penn, D., 2007. A new enlightenment: why the next 50 years will be different In: MRS (ed.) Market Research Society: Annual Conference, 2007 Brighton: MRS. Plassman, H., Ambler, T., Braeutigam, S. and Kenning, P. 2001. What can advertisers learn from neuroscience? International Journal Of Advertising, 26 (2), 151-175. Zaltman, G., 2003. How Customers Think, Boston, Harvard Business Press.

Week 13/14 Brand Models Barnham, C., 2009. Essence: the structure and dynamics of the brand. International

Journal of Research 51(5) Baskin, M. and Earls, M. (Eds) 2002 Brand New Brand Thinking, Kogan Page chapters 2 and 7 Bowden, J., 2008, “Engagement: Old wine in a new bottle?,” Admap, Vol. 496, 43-45. De Chernatony, L. and McEnally, M., 1999 The Evolving Nature of Branding: Academy of Marketing Science Review. pg 1 De Chernatony, L., 2001. A model for strategically building brands. Journal of Brand Management, 9 (1), 32. De Chernatony, L. and Dall'Olmo Riley, F., 1998. Modelling the components of the brand. European Journal of Marketing. 32(11/12): 1074-1090

De Chernatony, L., 1993. Understanding the dynamics of brands as molecules. Admap. De Chernatony, L., Harris, F., and Dall’Olmo Riley, F., 2000. Added Value: its nature, roles and sustainability. European Journal of Marketing, 34 (1/2), 39-56. De Chernatony, L. and McDonald, M., 2003. Creating powerful brands in consumer, service and industrial markets, Oxford, Elsevier Butterworth-Heinemann. Johar, J., and Sirgy, M., 1991. Value-Expressive Versus Utilitarian Advertising Appeals: When and Why to Use Which Appeal. Journal of Advertising, 20 (3), 23-32. Lannon, J., and Cooper, P., 1983. Humanistic Advertising, a Holistic Cultural Perspective. International Journal of Advertising. 2,195-213 McEnally, M., and de Chernatony, L., 1999. The Evolving Nature of Branding. Academy of Marketing Science Review, 2 (1), 1-26. Mitchell, A., 1999. Out of the Shadows. Journal of Marketing Management 15 p 25-42


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Park, C., and Mittal, B., 1985. A Theory of Involvement in Consumer Behaviour: Problems and Issues. Research in Consumer Behaviour, 1, 201-231. Sterenburg, G., and Baker, M., 2005. Get real: The return of the product. Market Leader, Autumn, 43-47.

Week 15 Competitive Considerations in Branding Aaker, D. 2005 Strategic Market Management. New York: John Wiley & Sons Ch 4/5

Adcock, D. 2002 Marketing Strategies for Competitive Advantage. New York John Wiley & Sons. Chapters 8, 11, 12. Chaffey, D., Ellis-Chadwick., 2012. Digital Marketing. Harlow: Pearson. Hooley, G, Saunders, J and Piercy, N. 2012 Market Strategy and Competitive Positioning. 5th Ed. Harlow: Pearson Johnson, G and Scholes, K. 2012. Exploring Corporate Strategy 7th Ed. 2010. Harlow: Pearson Porter, M.E. 1980. Competitive Strategy. New York: The Free Press Porter, M.E. 1985. Competitive Advantage. New York: The Free Press Porter, M.E. 1987. From Competitive Advantage to Corporate Strategy. Harvard Business Review, 74 (6) 61-7 Wilson, R and Gilligan C. 2005. Strategic Marketing Management Oxford: Elsevier

Week 16 Brand Architecture

Aaker, D. and Joachimsthaler, E. 2000. Brand Leadership, The Free Press. Balmer, J.M.T. and Gray, E.R. 2003. Corporate brands: what are they? What of them? European Journal of Marketing, 37, (7/8), 972–997 Douglas, S. and Craig, C. 1999. International Brand Architecture: Development, Drivers and Design. Research Publications Interbrand. Douglas S, Craig C. and Nijssen. E. 2001. Executive Insights: International Brand Architecture Journal of International Marketing 9 (2) 97-114 Laforet, S. and Saunders, J. 1994 Managing brand portfolios: how the leaders do it. Journal of Advertising Research. Sept/October: 6 4-75 Muzelleca, L & Lambkinb, M. 2008. Corporate Rebranding and the Implications for Brand Architecture Management: The Case of Guinness (Diageo) Ireland Journal of Strategic Marketing 16, (4), 283–299 Petromilli, M., Morrison, D. and Million, M. 2002 Brand architecture: building brand portfolio value, Strategy & Leadership, 30, 5, pp. 22–28. Pierce, A. and Moukanas, H. 2002. Portfolio power: harnessing a group of brands to drive profitable growth, Strategy & Leadership, 30, 5, pp. 15–21.


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Saunders, J and Guoquun, F 1997 Dual branding: how corporate names add value. Journal of Product and Brand Management. 6(1): 40-48. Sen, S., 1999 The effects of brand name suggestiveness and decision goal on the development of brand knowledge. Journal of Consumer Psychology. 8(4): 431.

Uggla, H., 2006 The Corporate Brand Association Base European Journal of Marketing 40, 7/8, pp 742-760

Week 16 Brand Management Structures

Chimhundu, R. and Hamlin, R. 2007. Future of the brand management structure in FMCG The Journal of Brand Management, 14, (3), 232-239

Hankinson, P. 1999. An empirical study which compares the organisational structures of companies managing the World's top 100 brands with those managing outsider brands. Journal of Product and Brand Management. 8(5) 402.

Hankinson, G & Cowking, P. 1997 Branding in Practice: The Profile and Role of Brand Managers in the UK Journal of Marketing Management, 13, 239-264

Mitchell, A. 1997 Brand new model. Marketing Business. February: 44-49.

Low, G. & Fullerton, R. 1994. Brands, Brand management and the brand manager system: A critical-historical evaluation. Journal of Marketing Research 31 2 p 173

Rawlinson, R. 2007. Beyond Brand Management - the anatomy of the 21st century marketing professional. Market Leader, 34,(Autumn) 41-46 Shocker, A., Srivastava. R & Ruekert, R. 1994. Challenges and Opportunities facing brand management. Journal of Marketing Research XXX1 (May issue) 1-46

Week 18 Category Management

Addie I., 2007. Optimal assortment and planogram development - research in category management. In ESOMAR: Retail Conference, Valencia, February 2007 Chimhundu R., & Hamlin R., 2007. Future of the brand management structure in FMCG. Brand Management 14, (3) 232-239 Dussart .1998. Category Management: strengths, limits and developments. European Management Journal. 16(1): 50-62 Freedman, Reyner, Tochtermann. 1997.European Category management: Look before you leap. McKinsey Quarterly 1997.1 Harlow .1994.Category Management: A new era in FMCG buyer-supplier relationships. The Journal of Brand Management. 2,(5) 289-295 Hogarth-Scott S., and Dapiran, G., 1997. Shifting category management relationships in the food distribution channels in the UK and Australia Management Decision 35, (4) 310-318 Iyengar, S., and Lepper, M. 2000. When Choice is Demotivating: Can One Desire


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Too Much of a Good Thing? Journal of Personality and Social Psychology, 79, 6) 995-1006 Knuutinen O., 2003. Category management based on consumer knowledge. In ESOMAR: Retailing/Category Management, Dublin, Oct 2003 Larson .2006. Core Principles for Supermarket Aisle Management. Journal of Food Distribution Research 37 (1) Needal, S.P. 2007. What’s the future of category management? http://www.youtube.com/watch?v=Ss8Dn8_BZu0 Shocker, A., Srivastava. R., and Ruekert, R. 1994 Challenges and Opportunities Facing Brand Management. Journal of Marketing Research. 31, (May) 149-158 Zenor, M., 1994.Profit benefits of category management. Journal of Marketing Research 31, (2) 202-213

Week 18 Positioning Blankson, C. & Kalafitis, S. P. 1999. Issues and challenges in the positioning of

service brands: a review. Journal of Product and Brand Management. 8(2): 106. ISSN: 1061-0421.

Blankson, C. & Kalafatis S., 2007.Congruence between Positioning and Brand Advertising Journal of Advertising Research, Vol. 47, No. 1, pp.79-94

Blankson, C., Kalafatis S., Cheng, J, Hadjicharalambous, C., 2008 Impact of Positioning Strategies on Corporate Performance. Journal of Advertising Research, Vol. 48, No. 1, pp.106-122

Doyle, P.,1975. Brand Positioning Using Multi-Dimensional Scaling. European Journal of Marketing 9 (1) 20-34

Doyle, P., 2008. Value Based Marketing. 2nd Ed. Chichester: John Wiley and Son

Ellwood, I. 2002. The Essential Brand Book, London: Kogan Page, Chapter 6.

Franzen, G, & Bouwman, M. 2001. The Mental World of Brands, WARC, Chapters 12 & 22.

Hooley, G., Saunders, J. & Piercy, N. 2004 Marketing Strategy & Competitive Positioning

Knox, S., 2004. Positioning and Branding your Organisation, Journal of Product and Brand Management 13 (2).

Lannon, J. & Cooper, P., 1983 Humanistic Advertising A Holistic Cultural Perspective International Journal of Advertising 2 195-213

Marsden, P. 2002. Brand Positioning. Meme’s the word Marketing Intelligence and Planning. 20 (5

Ries, A., 1986. Positioning: the battle for your mind: London. McGraw-Hill Puddick, M. 2012.How to write positioning statements. WARC Best Practice – available on WARC


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Sharp, B. 2013. How Brands Grow: What Marketers Don’t Know. Oxford: Oxford University Press Sinclair, S.A. and Stalling, E.C. 1990. Perceptual mapping: a tool for industrial marketing, Journal of Business and Industrial Marketing, 5, 1, pp. 55–65. White, R. 2006. Brand Positioning Best Practice, WARC Woods, R. 2002. Unlocking the Hidden Magic in Brands: Brand Positioning Revisited Market Research Society, Annual Conference, 2002

Week 19 Creating a New Brand

Baskins, M. & Earls, M., 2002 Brand New Brand Thinking, Kogan Page, Chapters 8, 9 & 10. Contis, N., 2013 Brands: What's in a name? WARC De Chernatony, L. and McDonald, M. 2003 Creating Powerful Brands. 3rd Ed. Butterworth-Heinemann. Doyle, P., 1990. Building Successful Brands: The Strategic Options: Journal of Consumer Marketing 7 (2) Edwards, H & Day, D., 2005. Creating Passion Brands. London: Kogan Page Haig, M. 2003. Brand Failures London: Kogan Page Klink, R. 2001 Creating New Brand Names: Effects of Relevance, Connotation and Pronunciation. Journal of Marketing Theory & Practice, Spring 9 (2) Kapferer, J.N. 2012 The New Strategic Brand Management. London: Kogan Page. Chapters 7 & 8 Stokes, M., Jenkins, S & Nolan, M 2007. Magners Irish Cider – The Magners Effect: how Magners single-handedly re-invigorated the cider category WARC Shearman, S., 2013. What the Consumer Electronics Show 2013 means for marketers WARC http://www.warc.com/Content/ContentViewer.aspx?ID=fc867155-1a2c-4c7e-a2e0-1184e3190ec1&ID=fc867155-1a2c-4c7e-a2e0-1184e3190ec1&MasterContentRef=fc867155-1a2c-4c7e-a2e0-1184e3190ec1

Week 19 Revitalising Brands Aaker, D. 1991. Managing Brand Equity. The free press. P238-262.

Aaker, D. 1996. Building Strong Brands. The free press. Chapter 7. Beverland, M. & Ewing, M. 2005. Slowing the adoption and diffusion process to enhance brand repositioning: the consumer repositioning of Dunlop Volley. Business Horizon, 48, 385-391.


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Brown, S., Kozinets, R. & Sherry, J. 2003. Teaching Old Brands New Tricks: Retro Branding and the Revival of Brand Meaning Journal of Marketing, 67, 19-33. Haig, M. 2003. Brand Failures, Kogan Page, Chapters 1 & 10. Kapferer, J., 2001. (Re)Inventing the Brand. London: Kogan Page: Lehu, J. 2006. Brand Rejuvenation Kogan Page Dowen, C., Smith, N., Binet, L and Carter, S. 2012. Gü: Give in to the power of TV. Give in to Gü. IPA, WARC http://www.warc.com/Content/ContentViewer.aspx?ID=9175068e-fe3c-438f-92b6-2dacfebbbb14&MasterContentRef=9175068e-fe3c-438f-92b6-2dacfebbbb14 60 Signs Your Brand Is Dying by Mark Di Somma http://www.brandingstrategyinsider.com/2013/11/60-signs-your-brand-is-dying.html#.UonRf51FBaR

Week 20 Managing Brand Extensions Ambler, T., Styles, C 1996. Brand development versus new product development:

towards a process model of extension decisions. Journal of Product & Brand Management 6, 10-19. Balachander, S. & Ghose, S., 2003. Reciprocal spillover effects: A strategic benefit of brand extensions. Journal of Marketing, 67(1), 4-13

Blichfeldt, B., 2005. On the development of brand and line extensions Brand Management. 12 (3) 177-190

Boush, D.M. and Loken, B., 1991. A process-tracing study of brand extension evaluation. Journal of Marketing Research, 28, 16-28

Chen, S. K. & Chen, A. C-H. 2000. Brand dilution effect of extension failure – a Taiwan study. Journal of Product and Brand Management. 9 (4) 243.

Chen, K.-J. & Liu, C.-M., 2004. Positive brand extension trial and choice of parent brand. Journal of Product and Brand Management, 13(1) 25-36.

Chung, K.and Lavack, A., 1996, Vertical brand extensions: current research and managerial implications. Journal of Product and Brand Management. 5(6) 24-37.

Hem, L.E. & Iverson, N.M. 2009. Effects of different types of perceived similarity and subjective knowledge in evaluations of brand extensions. International Journal of Market Research 51 (6) Kim, C.K., Lavack, A.M. & Smith, M., 2001. Consumer evaluation of vertical brand extensions and core brands. Journal of Business Research. 52(3), 211-222.

Martin, I., Stewart, D. & Matta, S. 2005, Branding Strategies, Marketing Communication, and Perceived Brand Meaning: The Transfer of Purposive, Goal-Oriented Brand Meaning to Brand Extensions Journal Of The Academy Of Marketing Science, 33, 275-294 Nijssen, E. 1999 Success factors of the line extensions of fast-moving consumer


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goods. European Journal of Marketing. 33(5/6): 450-470.

Nijssen, E. & Agustin C. 2005 Brand extensions: A manager's perspective. Journal of Brand Management, Vol. 13 Issue 1, p33-49, Sheinin, D. 1998. Positioning Brand Extensions, Journal of Product and Brand Management Shine, B.C., Park, J. & Wyer Jr., R.S., 2007. Brand synergy effects in multiple brand extensions. Journal of Marketing Research, 44(4), 663-670 Tauber. E.,1988. Brand Leverage: strategy for growth in a cost control world Journal of Advertising Research Vol. 28 pp 26-30 Völckner F. & Sattler H. 2006. Drivers of Brand Extension Success. Journal of Marketing, Vol. 70 Issue 2, p18-34 Zhang, L. & Taylor, R.D., 2009. Exploring the reciprocal effect of negative information of brand extensions on parent brand. Marketing Management Journal, 19(1), 1-15

20 Global Branding Baker, M & Sterenberg, G., 2003. Presentation Paper: “Managing Global

Brands to meet Consumer Expectations”. WARC website Czinkota, M.R. & Ronkainen I.A. 2002. International Marketing Harcourt Chang, P. & Chieng, M. 2006. Building consumer–brand relationship: A cross-cultural experiential view. Psychology & Marketing, 23, 927-959 De Mooij, M. 2005. Global Marketing and Advertising 2nd Ed. Sage Ch 2 Dinnie, K. 2005. 21st-Century perspectives on global brands. Journal of Brand Management, Vol. 12 Issue 5, p316-318, 3p; Doole I. & Lowe R., 2005. Strategic Marketing Decisions in Global Markets Markets Thomson Learning Ch 8 Eckhardt, G. & Houston, M., 2002. Cultural paradoxes reflected in brand meaning: McDonald's in Shanghai, China. Journal of International Marketing, 10, 68-82. Gilligan, C & Hird, M. 1985. International Marketing Routledge Harrell, G.D. & Keifer, R.D. 1993 Multinational Market Portfolio in Global Strategy Development International Marketing Review 10 (1) Halliburton & Hunerberg 1993. ‘Pan-European Marketing - Myth or Reality?’ Journal of International Marketing (Summer), pp77-92 Hofstede, G. 2000 Cultural Consequences 3rd Ed. Sage Holt, D. 2003. What Becomes an Icon Most? Harvard Business Review, 43-49. Johansson, J. and Ronkainen, I., 2005. The esteem of global brands. Journal of Brand Management, 12 (5) 339-354 Kapferer, J. 2005. The post-global brand. Journal of Brand Management, Vol. 12 Issue 5, p319-324, 6p;


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Levitt, T. 1983. The Globalisation of Markets Harvard Business Review May/June. Lewis, D. & Stubbs, S. 1999. National expansion of British regional brands: parallels with internationalisation. Journal of Product and Brand management. 8(5): 369 Matthiesen, I. 2005. The 'HUGO BOSS' connection: Achieving global brand consistency across countries. Journal of Brand Management, Vol. 12 Issue 5, p325-338, 14p; Philip M. Parker (Insead) 1998. Choosing where to go global: How to Prioritise Markets, Mastering Marketing 21st Century Marketing (FT) Macrae, C. & Uncles. M.D., 1996 Rethinking brand management: the role of “brand chartering”. Market Intelligence and Planning 14/7 46-55 Siu, W. & Au A.K. 1997. Women in Advertising comparison of television advertisements in China and Singapore Marketing Intelligence and Planning 15 (5) Wentz, H 1997. A single Europe: reality or mirage. Advertising Age International. May Zhang, Y. & Neelankavil, J.P. 1997. The influence of culture on advertising effectiveness in China and the USA: a cross cultural study. European Journal of Management 31 (2) 134-49

21 Interactivity and Brands Boyle, E. 2007. A process model of brand co-creation: brand management and

research implications. Journal of Product & Brand Management, 16, 122-131. Muniz, A. M. & O' Guinn, T. 2001. Brand Community. Journal of Consumer Research, 27, 412-432. Muntanga, D.G., Moorman, M. & Smit, E.G. 2011, Introducing COBRAs: Exploring motivations for brand-related social media use. International Journal of Advertising 30, (1) Steyn, P., Ewing, M.T., van Heerdan G., Pitt, L.F. and Windisch, L., 2011. From whence it came: Understanding source effects in consumer-generated advertising. International Journal of Advertising 30, (1)

Week 22 Measuring Brand Equity Aaker, D., 1991. Managing Brand Equity, The Free Press. Aaker, D., 1996.Building Strong Brands, The Free Press Aaker, D. & Joachimsthaler, E.,2000. Brand Leadership, The Free Press Chandon, P., 2003. Note on Measuring Brand Awareness, Brand Image, Brand Equity and Brand Value INSEAD http://library.nyenrode.nl/INSEAD/2003/2003-019.pdf Farquhar, P. 1989. Managing Brand Equity Marketing Research 1 pp1-11


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Franzen, G. 1999. How Advertising Effectiveness influences Brand Equity, Admap Jones, R., 2005. Finding sources of brand value: Developing a stakeholder model of brand equity. Journal of Brand Management, 13 (1)10-32 Keller, K. 2003. Brand Synthesis: the multidimensionality of brand knowledge. Journal of Consumer Research, 29, 595-600. Kish, P., Riskey, D. & Kerin, R., 2001. Measurement and tracking of brand equity in the global marketplace – The PepsiCo experience International marketing Review 18 (1) 91 Lieberman , M. 2010. Measure brand equity with structural equations modelling Admap, January, 46-47. Murphy, J. 1990. Assessing the value of brands. Long Range Planning, 23, 23-29. Raggio, R. & Robert, P. 2007. The theoretical separation of brand equity and brand value: Managerial implications for strategic planning. Journal of Brand Management, May 2007, 14 (5) 380-395

Brand Management Assessment

The Media School

Coursework Assignment Brief

2013/2014

BA Advertising and Marketing Communications, BA Marketing, BA Public Relations

Level H

Brand Management

Title of Brief: 3 hour examination (partial open book)

This assignment is a formal element of coursework worth 100% of the overall unit mark


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THE BRIEF The assessment for this unit comprises of a three hour open book examination. You will be required to write a report within this time frame. The nature of this report will be a brand extension case study and you will be preparing for this during the seminars and within your peer review sessions. You need to consider the following in context for the question: You are to develop an understanding of the role of a senior brand manager, in particular key strategic decision-making responsibilities. You will undertake the following tasks. You will gain an insight into a specific brand from the client perspective. You will undertake secondary research into a current brand, the market and product portfolio, and on that basis decide how it should be developed. You are responsible for managing a brand of your choice (this may be a product or a service). For example, this could be: a corporate brand, such as American Express or Virgin; an umbrella brand such as Fusion by Gillette. a stand-a-lone product brand such as Dorset Cookies. Objective - You are to make recommendations as to how this brand could enter a new category. In order to consider how this might be achieved, it will be necessary to critically analyse: 1. a) The current brand and its existing portfolio b) The marketing environment of the destination category In order to complete this section of the task you will need to conduct some research. (45% of marks) Having researched the brand, its portfolio and destination marketing environment, you will then need to decide how to extend the brand in order to meet the objectives of the task. Whatever your decision, you must ensure that you have sufficient information with regard to the new category you wish to enter in order to make a rational decision. For example, if having considered the brand Tango and you believe that there is an opportunity to extend the brand to include a new Tango ice cream, you would also need to analyse the ice cream market in order to test the feasibility of this decision. 2. On the basis of your decision you should then consider the planning, implementation and evaluation of this extension. You may be mindful of how the marketing mix should be constructed across the traditional four Ps. You may make assumptions as to available marketing communications budget. (35% of marks) It is essential that you clearly justify your answer based upon your analysis. The final assignment is written up under examination conditions. You’ll be given a brief summary of this task together with an additional unseen task that must be completed. (20% of marks)


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Integration of ILOs: You will employ the learning from ILOs 1-4 within the analysis, planning, implementation and control stages.

1. Critically analyse appropriate theory. 2. Develop the skills and frameworks for creating competitive strategies for brands. 3. Critically assess and review brand performance in the light of changing conditions and

opportunities. 4. Initiate brand modifications in response to market needs.

Formative Details You will be expected to present in two seminars and receive formative feedback based on marking criteria similar to that used for the examination.

This is an individual piece of work. However you are expected to work with a peer partner alternate weeks to prepare your portfolio of progress towards developing your brand extension. The syllabus is designed to help you work through the requirements of the examination. By selecting a partner with whom you should conduct your peer review work you will be well placed with your examination preparation. In exceptional cases it may be possible to work in a three. You should spend at least two hours per fortnight working with one another.


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Marking Criteria Criterion

First Good answer (2:1) Reasonable answer (2:2)

Weak answer (3rd)

Fail %

Comprehension and interpretation of additional task.

Demonstrates excellent handling of the new information and structures this well within the report.

Demonstrates good handling of the new information and good attempt to work this into the report..

Demonstrates reasonable handling of the new information and reasonable attempt to craft this into the report.

Some attention paid to the new information and it may be fragmented within the rest of the answer.

Little or no attention paid to the new information. No real evidence of this being dealt with in the answer.

20%

Level of critical analysis and evaluation. You need to show a real understanding of the brand and a thorough analysis of the appropriate environment. Sound arguments to be constructed defending your rationale.

Demonstrates very high level of critical appraisal and judgement in analysis, evaluation and synthesis of data. Shows very high level of awareness of limitations and contradictions. Work is cogently argued/reasoned using a body of evidence, which is very well selected, collated and presented. Applied to a clear conceptual framework.

Critical appraisal within analysis is present. Student interrogates the literature, building valid arguments with strong logic and debate. Work is well evidenced throughout. Strong supporting theoretical rationale/framework applied.

Work shows some analysis. Ideas from lectures and the literature are discussed and debated in the context of the review. Evidence is provided to support assumptions and conclusions. Reasonable understanding of theory and application.

Work is mainly descriptive and fails to go beyond ideas from lectures. Some evidence of discussion and evidence of ideas that have some support. Theory warrants greater attention.

Work is descriptive, with no arguments Few or no ideas which are poorly thought through. Unsupported generalisations made. Very little evidence of theory.

45%

Viability and appropriateness of recommendations. To be based upon the secondary and any primary analysis undertaken. To reflect Planning, Implementation and Control issues. Work should consider the wider business issues that may have an impact on or affect the ability to implement the recommendations.

Recommendations are thoroughly grounded in an understanding of the brand and key issues identified in section one of the report. Recommendations are clearly viable and insightful, given the status, scope and current resources of the brand. Recommendations have been carefully considered and fully justified. There is evidence to suggest that the recommendations are highly plausible.

Recommendations are grounded in an understanding of the brand and key issues identified earlier. Recommendations are viable and have been considered and justified.

Recommendations are detailed, but not always consistently linked to the issues identified or adequately supported. Recommendations are viable, but need more detailed consideration in places.

Recommendations made but rationale needs further clarification they need further support. The recommendations only partly take into consideration the issues outlined in section one of the report. From a wider business perspective, the recommendations need more attention to be made viable or desirable.

Poor recommendations made with little or no rationale and little or no support. The recommendations fail to take into consideration the issues outlined in section one of the report. From a wider business perspective, the recommendations are clearly not viable or desirable

35%


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SUBMISSION DETAILS Examinations will take place between the xx and xx January 2014. Location tba. You will be able to take 2 x A4 pieces of paper (4 sides of notes) in with you. These should be handed in with your answer. This can be hand written or diagrammatic. No restriction on font size or margins but no magnifying glasses allowed.

DEADLINE Examinations will take place between the xx and xx January 2014. Location tba. Your feedback and mark for this assignment will be provided within 3 weeks of the examination date.

HELP AND SUPPORT There is a timetabled assessment briefing on 15 October 2013 during the scheduled lecture slot. There will be a seminar dedicated to the unseen part of the examination w/c 2nd and 9th December. There will be tutorials held in the last two weeks of term. There will be a revision/examination preparation lecture/session on 7th January 2014 during the scheduled lecture slot. • You must acknowledge your source every time you refer to others’ work, using the Harvard Referencing system (Author Date Method). Failure to do so amounts to plagiarism and/or self plagiarism which is against University regulations. Please refer to www.bournemouth.ac.uk/library for the University’s guide to citation in the Harvard style. • Students with Additional Learning Needs may contact Learning Support on www.bournemouth.ac.uk/disability_support. • General academic advice is available via the Academic Skills community on myBU. • Additional academic support is provided by the School. All undergraduate and postgraduate students should contact the Student Support Team, to make an appointment with one of the Academic Language and Study Skills Lecturers who are based in W218. • If you have any valid mitigating circumstances that mean you cannot meet an assignment submission deadline and you wish to request an extension, you will need to complete and submit the Mitigating Circumstances Form for consideration to your Programme/Framework Administrator together with appropriate supporting evidence (e.g., GP note) normally before the coursework deadline. Further details on the procedure and the mitigating circumstances form can be found at www.bournemouth.ac.uk/student/mitigating. Please make sure you read these documents carefully before submitting anything for consideration.

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Disclaimer: The information provided in this assignment brief is correct at time of publication. In the unlikely event that any changes are deemed necessary, they will be communicated clearly via e-mail and myBU and a new version of this assignment brief will be circulated.

Version: 1


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BRAND MANAGEMENT 2013 examination INSTRUCTIONS TO CANDIDATES You are expected to support your answer with reference to academic theory. You may make reference to 2 x A4 pieces of paper (4 sides of notes) which should be handed in with your answer. As a senior brand manager with key strategic decision-making, your board of directors have now requested that you prepare a report to justify a suitable brand extension into a new destination category. Prepare a report which justifies a suitable brand extension. In addition to the requirements below, your board have specifically requested that you consider the actions that competitors may take in response to the launch of this brand extension. You are asked to provide an additional section of your report which anticipates their potential strategies and tactics. (20% of marks). Your report should:

1. Critically analyse the current brand and its existing portfolio together with the

marketing environment of the destination category. This should be underpinned by research. (45% of marks).

2. On the basis of your analysis consider the planning, implementation and

evaluation of this extension. Planning should consider both short and long term scenarios and make recommendations for any new organisational structures to be put in place. You may be mindful of how the marketing mix should be constructed across the traditional four Ps. You may make assumptions as to the size of the available marketing communications budget. (35% of marks).

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Examiner’s report 2013 This is the third year of the three hour open book examination. The examination has been evolved from last year to allow for:

• Allowing 20% of the marks for the unseen element, 45% for the analysis section and 35% for the recommendations section..

• Simplifying the marking scheme from 4 to 3 sections. Notes Pages and Marking Criteria

1. The students could take in two A 4 pieces of paper (4 sides of notes). Only a couple of students fell foul of this by taking in 4 separate pages (one sided) of notes but this fortunately did not cause a problem with the invigilators.

2. The marking guide was further simplified from 4 to 3 sections removing the structure and signposting section. This worked fine as the majority of students signposted very well as this is reinforced during seminars. The marking guide is adapted from the University’s generic marking criteria.

3. The analysis section has a weighting of 45% and the planning, implementation and control section has 35%. The new information section has the remaining 20%.

4. Some students continue to write out their pre-prepared answers from their notes pages. However the examiner will continue to encourage students to practice time management with possibly planning and writing their answer in advance but to take notes into the examination rather than a ready crafted answer. There was evidence this year that students disengage when copying out an answer, as they repeat sections. Working with notes leads to far more engagement with the answer.

Student Performance

5. There can be repetition across the Executive Summary and the signposted introductions to sections. Generally executive summaries summarise the entire report (past tense) and signposting can be more specific to flag the direction of each section (future tense).

6. Executive summaries should pick up the requirements of the additional task. Signposted introductions to each section can possibly dwell further on the specific argument and models or approaches to be used to underpin that argument.

7. In general students were reasonably well prepared for the various elements of the examination. Some students still suffered from not planning their time very well but this was generally better than last year. Students can still be encouraged to consider their time management and rehearse for the exam, possibly stopping short of preparing a ready crafted answer. It is still important however to appreciate the skills needed to select the appropriate material and craft their answer within the time frame.

8. Poorer answers weren’t structured very well despite the tutorial help and advice in this area.


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9. Students need to consider that this isn’t just a list of frameworks that need working through but a crafted argument supported by the models and frameworks.

10. There were one or two students who covered the same brands. More original thinking can be encouraged. It does not have to be an fmcg brand. More creativity welcomed!

11. Some students are still spending too much time at the beginning of their answer context setting. These tended to be the poorer answers with students finding comfort in scene setting rather than cracking on and tackling the brief. Good practice is to thoroughly unpack the brand meaning using just one model (which may be adapted). This avoids an imbalanced report with an over-long analysis section.

12. Porters 5 forces model trips up many students with a lack of understanding as to what “substitutes” means. A few bright students were able to demonstrate how this model can be linked to the unseen part of the examination.

13. Many students can better summarise section one showing the transferability of the brand values to the new extension.

14. Some students can make the objectives “SMARTer” and refer to them within the evaluation section.

15. Many students still need to consider positioning further. It is disappointing to see “price” and “quality” appear on perceptual maps, particularly after time had been spent unpacking the brand values in the earlier analysis section. This is a great way to get clear space between the focus brand and the competition.

16. Some students lost marks as they weren’t particularly rigorous with the 4 or 7 P’s.

17. One or two students had anticipated an unseen question on global strategies and were determined to work this into their answer despite it not being requested at the expense of dealing more thoroughly with the unseen element.

18. Students can be encouraged to read the brief thoroughly beforehand. There were quite a few students who did not read the requirements for the additional information correctly and placed the wrong emphasis on the strategies and tactics. Some students were quite muddled about whether they were dealing with an attack or a defence strategy by the competition. Clearer thinking can take place here and some students lost valuable marks by not tackling this section in the right way. Better students tackled this thoroughly considering both strategies and tactics and relating to the competitors that they had already researched. Brighter students drew parallels with elements of Porters 5 forces and positioning. However unfortunately quite a few students lost valuable marks here as they did not deal with this section very well.

19. Marks ranged between 38% and 80%. Pleasing to see some good calibre scripts, albeit the proportion of 2:2s and 3rds is higher than last year. This has a direct correlation with attendance for both lectures and seminars. A disappointing number of students chose to concentrate on their other assignments and anticipated that the lecture notes would be sufficient to see them though. Good scripts tended to come from came from those students with strong engagement and attendance and that had started to think about their brands earlier in the autumn term. There appears to be three phases of learning with this approach

a) formative peer learning within term time


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b) obvious engagement with detailed planning and preparation of notes over the Christmas period

c) the demands of the examination itself, selecting the appropriate material, dealing with the additional task and completing the report under examination conditions.

unit guide bm 2013 2014

Documents

unit brand management

companys brand

brand equity

brand building managing

unit guide lecturer

rationale effective

strategic importance

hour seminars