DATE:          November 7, 2003

TO:            Curriculum Committee

FROM:          Akshay Rao, Department Chair
        ...
UNIVERSITY OF MINNESOTA
                           CARLSON SCHOOL OF MANAGEMENT


MBA 6082                                ...
Brand Impact Measures                  Readings: John et al. 2002

12**      Case: Security Capital Pacific Trust

       ...
Course Objectives

More and more firms have come to the realization that one of the most valuable assets they
possess is t...
Brand Audit Project

Students will form brand management teams, composed of 4-5 members, to work on this
project. You assi...
Class meetings will follow a lecture/discussion format. Class discussion is encouraged and
opportunities for discussion wi...
be provided. Exams should be analyzed and completed individually without guidance from
others. Written exams are limited t...
1.   What are the primary benefits of replacing local brands for Henkel? Are there
     any major problems in abandoning t...
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  1. 1. 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 opportunities. 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, arao@csom.umn.edu and Deborah Roedder John, Carlson Chair in Marketing, MLM, djohn@csom.umn.edu. 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.
  2. 2. 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 Email: djohn@csom.umn.edu 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
  3. 3. 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 Survey Data 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
  4. 4. Course Objectives 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 management Course Prerequisites 1. Required: Completed Marketing 6210 (Marketing Management) 2. Recommended: Completed or Concurrent Registration with Marketing Research or Buyer Behavior Required Materials Text: David A. Aaker, Building Strong Brands, Free Press, 1996. Other: Course Packet (includes readings and cases). Course Requirements 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%
  5. 5. 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 programs. 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 Participation
  6. 6. 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 of branding. 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
  7. 7. 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:
  8. 8. 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?

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