DATE: November 7, 2003
TO: Curriculum Committee
FROM: Akshay Rao, Department Chair
Department of Marketing & Logistics Management
SUBJECT: MKTG 6082, Brand Management: Change from 2 to 4 credits
Statement of Proposal: We propose changing MKTG 6082: Brand Management, from 2 to 4
credits in response to several developments. First, the MLM Department has decided upon the
area of brand management as a focus in its 2003 Strategic Plan, which was approved by the
Dean’s Office. The branding focus was selected based on faculty expertise, student interest, and
career opportunities. Second, the Brand Enterprise is now underway, in its first year, and
requires more curriculum support. Third, MBA students have requested that the course be
expanded to cover more topics, preparing them for internships, enterprise involvement, and job
A syllabus for the proposed 4-credit Brand Management class is attached. New material added
from the 2-credit course is marked by a **. Topics being covered in more depth versus the 2-
credit course are marked by a *.
Sponsoring Units: Department of Marketing & Logistics Management
Contact Persons: Akshay Rao, Department Chair, MLM, 624-5055, email@example.com and
Deborah Roedder John, Carlson Chair in Marketing, MLM, firstname.lastname@example.org.
Rationale: This class was first offered two years ago and has been taught since then by Debbie
Roedder John. It has been offered for both Day and Part-time MBA students. The course is
now one of the most popular electives in the Marketing area and several sections were added
this year to accommodate student demand. Each term, students have been asked to fill out a
survey at the end of the class asking for suggestions to improve the class—including questions
about the ideal time frame for the class (7-week vs. semester) and additional topics that should
be covered. The majority of students indicate that they would like to see a semester format for
the class to provide coverage of more topics, more opportunities for case analysis, and more
opportunities for hands-on project work. The new focus on brand management in the
department’s strategic plan and in the Brand Enterprise corroborate the need for more
curriculum focus in branding.
Resource Implications: For the foreseeable future, the department will not need additional
resources to fulfill this commitment. Demand has been shifting from electives such as
Marketing Research to electives such as Brand Management for the last year and a half. Thus,
we anticipate a reallocation of resources to provide staffing for the 4-credit course.
UNIVERSITY OF MINNESOTA
CARLSON SCHOOL OF MANAGEMENT
MBA 6082 Professor: D. Roedder John
Brand Management Office: 3-175 Carlson
Spring 2005 Hours: TBA
Phone: (612) 624-9563
FAX: (612) 626-8328
Class Date Topic Assignments
I. STRATEGIC BRAND MANAGEMENT
1 Course Introduction
2 Why Do Brands Matter? Text: Ch. 1
Why Brand Management? Readings: Keller, HBR 2000
Strategic & Tactical Brand Management
3 Case: Security Capital Pacific Trust
II. BUILDING BRAND EQUITY
4* Defining Brand Identity Text: Ch. 3,4,5,6 (pp. 189-205)
Developing Brand Identity Readings: Muniz &
O’Guinn, JCR 2001
5 Case: Security Capital Pacific Trust
6** Communicating Brand Identity Readings: Keller 2002
Designing Marketing Programs
7** Case: Red Bull
8** Developing Brand Architecture Text: Ch. 11
Selling the Brand Internally Readings: Aaker &
Joachimsthaler, CMR 2000;
Mitchell, HBR 2002
9** Case: Computer Systems Inc.
10 Speaker: TBA
III. MEASURING BRAND EQUITY
11* Brand Identity Measures Text: Ch. 10
Brand Impact Measures Readings: John et al. 2002
12** Case: Security Capital Pacific Trust
IV. TACTICAL BRAND MANAGEMENT
14-15** Tracking Brands: Text: Aaker 2003
Scanner Data Analysis
16** Speaker: TBA
V. MANAGING BRAND EQUITY
17 Leveraging Brand Equity: Text: Ch. 9
Brand & Line Extension Strategies Readings: Aaker &
Keller, JM 1990; Lane JM 2000
18 Case: Vans
19** Leveraging Brand Equity: Text: Ch. 9
Co-Branding/Ingredient Branding Readings: Park, Jun, and
Strategic Brand Alliances Shocker, JMR 1997;
Rao, JBM 1997
20** Case: Intel Inside
21 Speaker: TBA
22* Protecting Brand Equity Text: None
Sources of Brand Dilution Readings: John, Loken, &
Brand Extensions and Brand Dilution Joiner, JM 1998; Milberg,
When Does Brand Dilution Occur? Park, & McCarthy, JCP 1997
Desai & Keller, JM 2002
Simonin & Ruth, JMR 1998
23** Case: Land Rover
VI. DEVELOPING BRAND POLICIES
24 Global Brand Policies Text: Ch. 11
Readings: Aaker &
Joachimsthaler, HBR 1999
25 Case: Henkel KgaA
26-27 Brand Audit Presentations
28 Course Wrap-Up
More and more firms have come to the realization that one of the most valuable assets they
possess is the brand names associated with the products and services they market. Despite this
recognition, and the increasingly important role that brand asset management plays in
corporate strategy, top MBA programs are just now paying attention to the topic.
The Carlson School of Management is a leader in offering a specialized course in strategic brand
management or brand management, along with Harvard, Stanford, Michigan, and Dartmouth.
Brand Management is an advanced MBA elective that addresses many of the strategic areas of
brand asset management in modern business entities. The basic objectives of this class are to:
1. To increase awareness and understanding of major issues in building and
managing brand assets
2. To communicate effective frameworks for understanding brand strategy
decisions, along with important streams of empirical evidence
3. To enhance analytical skills in evaluating brands, thereby gaining skills in
understanding a brand’s strengths, weaknesses, and challenges
4. To provide resources and skills helpful for learning more about brand
1. Required: Completed Marketing 6210 (Marketing Management)
2. Recommended: Completed or Concurrent Registration with Marketing Research
or Buyer Behavior
Text: David A. Aaker, Building Strong Brands, Free Press, 1996.
Other: Course Packet (includes readings and cases).
Performance will be evaluated on the following basis:
1. Brand Audit Project 50%
2. Journal Article Reviews 15%
3. Choice of:
a. Class Participation 10%
b. Brand ScoreCard 10%
4. Choice of:
a. Brand Book Review 25%
b. Take Home Exam 25%
Brand Audit Project
Students will form brand management teams, composed of 4-5 members, to work on this
project. You assignment is to select a brand and conduct a brand audit. The goal of the brand
audit is to assess the brand’s sources of brand equity and suggest ways to improve and leverage
that equity. Each team must study a different brand and brands are assigned on a “first come,
first serve” basis. Once you have formed your team, send me an email with your brand and
team members, and I will confirm whether or not the brand is available.
Teams will summarize findings from their brand audits in a final written report and an in-class
presentation during the last week of the term. Written reports are limited to 10 pages of double-
spaced 12-point text, with as many supporting exhibits and tables as you would like.
In terms of content, brand audits typically focus on two major tasks: (1) brand definition and
(2) brand inventory. Brand definition involves defining the essence of the brand in the
consumer’s mind. In doing so, the audit should provide management with a clear picture of
how consumers think about the brand and what the greatest sources of equity are for the brand.
The major deliverable should be a “mental map” of the brand. A variety of sources of
information can be used to assemble this profile. Students are encouraged to consult trade
magazines and business publications, conduct their own survey or interviews, and consult with
company sources if available.
After developing a detailed profile of the brand, the next task is to provide a comprehensive
summary of the firm’s branding program and deliver recommendations concerning how the
brand should be managed by analyzing the brand inventory. How can the brand equity be
built and how can it be effectively leveraged into new product categories to maximize profits?
Should the firm adopt a different brand architecture to provide a stronger basis for branding
efforts? To answer these questions, students will need to inventory the firm’s branding efforts
and architecture, critically analyze those efforts, and make suggestions for new marketing
Journal Article Reviews
We will be reading a set of articles on branding topics from academic journals. Because
branding is an emerging topic, students need to develop skills in reading journal articles that
capture the newest issues and empirical findings in the area. In general, source material from
journal articles takes 3-5 years to be translated into textbook content. Many of these findings
take much longer to filter into the practitioner community.
You will be asked to write a 1-page summary for 3 journal articles of your choice. Your
summary should contain the following information—full article citation (name, author, journal,
date), key objectives or issues addressed, and major findings. You may turn in no more than one
summary for each week’s readings.
Class meetings will follow a lecture/discussion format. Class discussion is encouraged and
opportunities for discussion will be provided through a variety of means, including discussions
of the assigned cases.
The class participation grade will be based on in-class discussions. For case discussions,
students will be given a grade for each case depending on the quality and quantity of their
contributions. Valuable contributions are those that enhance the understanding of the issues in
the case, including raising new issues, providing new analyses that support or undermine
particular courses of action, and raising questions about the points or analyses offered by other
students. Simply providing an opinion, without reference to case facts or marketing concepts,
does not constitute a quality contribution.
Brand Scorecard Report
Brand scorecard reports are offered as an alternative to class participation grades. This may be
a particularly attractive option for students wanting to do an analysis of a brand they currently
manage or would like to manage in a work setting.
Students should evaluate the brand of their choice using the Brand Report Card paper by Kevin
Keller discussed in the first week. Use his guidelines for determining a strong brand and
evaluate your chosen brand using these guidelines. Note that in order to evaluate some items
on the list, you will probably need some inside knowledge about the way the brand is managed
internally. Written brand scorecard reports are limited to three double-spaced 12-point pages.
Brand Book Review
Reviews of branding books are offered as an alternative to a take home final exam. This may be
a particularly attractive option for students wanting to delve more deeply into the trade
literature, to learn more about a specific topic, or to read one of the hot new books on the topic
Students will read a full-length book on branding, which must be approved by me for the
purposes of this assignment. Several recommendations will be available the first week of class
for your consideration. The written book review should answer the following questions: Does
the book deliver important insights into the branding area? In what area does it make this
contribution? What are the most important areas or insights the author(s) delivers? What does
each chapter deliver—which chapters are the best or most crucial for readers? Who is the book
written for—readers new to the branding area, more advanced readers, etc.? Would you
recommend this book to your fellow students?
Written book reviews are limited to five double-spaced 12-font text. Depending on quality and
number, I expect to post these reviews on the Marketing Department’s Brand Management
page to provide a resource for your fellow students.
Take Home Final Exam
The final exam will be handed out the last day of class. The exam will consist of a written case
analysis of a Harvard Business School case. Specific questions focusing on branding issues will
be provided. Exams should be analyzed and completed individually without guidance from
others. Written exams are limited to five double-spaced 12-font text.
Sample Case Assignment Questions
CASE: Security Capital Pacific Trust
This case is concerns a real estate operations and investment trust that is considering whether or
not to pursue branding as a strategic investment. In analyzing this main issue, you should
address the following questions:
1. What factors are conducive to establishing a brand identity—consumer,
company, and competitive? How does Security Capital rate on these factors?
2. What factors may inhibit the ability to establish a brand identity? How likely are
these factors to be part of Security Capital’s situation?
3. Can anything be branded? Are there limits to branding products and services
even if the firm has the necessary resources to make brand investments?
CASE: Vans: Skating on Air
This case focuses on the ability to leverage the brand equity of a niche brand, Vans. Vans is best
known for selling footwear and apparel to skateboarders, surfers, and other alternative sports
athletes. Vans has embarked on a number of new ventures, some in areas in which the
company has little experience. Vans is in the process of promoting a full-length movie, creating
its own record label, and developing video-games based on its sponsored sporting events.
There are a number of challenging issues for discussion in this case:
1. How would you characterize the Vans brand image? What makes up its brand
equity in the minds of consumers? What is the core brand identity?
2. Based on this analysis of brand image, what are the opportunities and problems
for leveraging the Vans brand equity? Is it an elastic or inelastic brand? What
parts of the core brand identity make it more or less elastic?
3. Analyze the current ventures into mainstream footwear such as hiking boots,
sandals, and women’s wear. Is the company in danger of losing its hardcore
customer base as it ventures into the consumer mainstream?
CASE: Henkel KGaA: Detergents Division
This case is concerned with the decision of local versus global branding for Henkel, the
European consumer products giant. Henkel has to decide whether to replace its strong local
detergent brands in Italy and Spain with its leading international brand, Persil. It faces
pressures from retailers for international brand standardization. Its competitors, including P&G
and Unilever, are consolidating their portfolios around a few global “power brands.”
The issues to be addressed are:
1. What are the primary benefits of replacing local brands for Henkel? Are there
any major problems in abandoning the local brands in Italy and Spain?
2. Should they follow the lead of P&G and Unilever?