Introductory description

Organizations are increasingly recognizing that that one of the most valuable assets they possess is the brand associated with their products and services, and for that matter even the organisation. While there is little controversy around the concept of branding and its importance, there is much less clarity around how exactly you create great brands. A whole range of questions arise. How can you create a successful brand that can give you a competitive advantage, and prevent your product from being commoditised? Why are some brands successful, while others fail? And why do even well-known brands sometimes fail, while others continue to perform well? How do you sustain successful brands? How do you determine the key attributes of your brand, and do you need to change them in any way? Can you leverage off your successful brands and how so?

On the one hand, this module will attempt to answer questions such as the above. Brands are assets, and managing them requires a diverse set of skills and an understanding of how brand strategy effectively drives revenue growth.

Equally, one of the significant trends of our times is the globalisation of markets. Arguing about the merits and demerits of globalisation is futile, because this is a force that continues to exert itself regardless of what an individual organisation or nation may want. It has become an imperative therefore that for organisations to be successful, they need to acquire the ability to not only develop and sustain great brands, but also be able to do this in a global context. Developing successful global brands requires careful consideration of several criteria that specifically apply to a global and international context, including understanding the differences across different country-markets and cultures and the manner in which these are reflected in the brand programmes targeted to specific markets. Successful brand strategies require marketers to address the challenges not just of creating sustainable brands, but sustainable global brands. This module therefore also aims to provide an appreciation of the globalisation factors, and how these critically influence the dynamics of the successful creation of brands.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

Key themes and topics covered in the module will include the following:

Branding and Brand Management
Components of Branding
Brand Equity, and the building blocks of branding
Brand Positioning
Choosing brand elements, and designing Marketing programmes to build Brand Equity
Brand Management and Branding Strategies - Brand Architecture, Brand Hierarchy, Brand Portfolio management, Brand Extension Strategies
Measurement of Brand Equity and Brand Performance
Global Branding - Globalisation of Markets; Global Brand Environment; Branding across Geographies

Learning outcomes

By the end of the module, students should be able to:

• - Demonstrate knowledge and understanding of the different facets of the global brand environment
• - Demonstrate knowledge and understanding of the key challenges in designing effective global brand strategy
• - Demonstrate knowledge and understanding of global brand implementation issues.
• Demonstrate the capability to understand theoretical perspectives and issues related to practical applications of these.
• Demonstrate developed analytical skills through the evaluation of cases.
• Demonstrate the ability to conduct effective research and synthesise logical arguments.

Indicative reading list

Keller Kevin Lane (2012) Strategic Brand Management: Global Edition 4/E.
Aaker D., Joachimsthaler E. (1999), “The Lure of Global Branding”, Harvard Business Review
(November-December): 137-144.
Barron J., Hollingshead J. (2004), “Brand Globally, Market Locally”. Journal of Business Strategy; 25 (1): 9-15.
Cleveland M., Laroche M. (2007) “Acculturation to the Global Consumer Culture: Scale Development and Research Paradigm”, Journal of Business Research; 60 (3): 249-259.
De Chernatony L., Halliburton C., Bernath R. (1995) “International branding: Demand-or Supply- Driven Opportunity? International Marketing Review; 12 (2): 9-21.
Firat F. (1997) “Globalization of Fragmentation: A framework for Understanding Contemporary Global Markets”, Journal of International Marketing; 5 (2): 77-86.
Hassan S., Craft S. (2005) Linking Global Market Segmentation Decisions with Strategic Positioning Options. Journal of Consumer Marketing; 22 (2): 81-89.
Johansson J., Ronkainen I. (2005) “The esteem of Global Brands. Journal of Brand Management, 12 (5): 339-354.
Kapferer J-N. (2005), The post-global brand. Journal of Brand Management; 12 (5): 319-324.
Levitt T. (1983) The Globalization of markets. Harvard Business Review (May-June): 92-102.
Medina J., Duffy M. (1998) “Standardization vs. Globalization: A New Perspective of Brand Strategies. Journal of Product and Brand Management ; 7 (3): 223-243.
Papavassiliou N., Stathakopoulos V. (1997) “Standardization versus Adaptation of International advertising strategies: Toward a framework. European Journal of Marketing; 31 (7): 504-527.
Quelch J. (1999) “Global Brands: Taking Stock. Business Strategy Review, 10 (1): 1-14.
Russell C., Valenzuela A. (2005) “Global Consumption: (How) Does culture Matter? Advances in Consumer Research; 32: 86-89.
Schuiling I., Kapferer J-N. (2004) Real differences between local and international brands: Strategic implications for international marketers. Journal of International Marketing; 12 (4): 97-112.
Steenkamp J-B., Ter Hofstede F. (2002) International market segmentation: Issues and perspectives. International Journal of Research in Marketing; 19: 185-213.
Steenkamp J-B., Batra R., Alden D. (2003) How perceived brand globalness creates brand value. Journal of International Business Studies; 34: 53-65.
Svensson G. (2002) Beyond global marketing and the globalization of marketing activities.
Management decision; 40 (6): 574-583.
Theodosiou M., Leonidou L. (2003) Standardization versus adaptation of international marketing strategy: An integrative assessment of the empirical research. International Business Review; 12: 141-171.
Van Gelder S. (2004) “Global Brand Strategy. Journal of Brand Management; 12 (1): 39-48.

Research element

The Research element is based on secondary data and desk-based research. As a part of the assessment, some students may also choose to do some informal primary research to better inform their essays, but this is not a requirement.

International

The module contains a significant component involving the study of the international environment and various country markets, and how these need to be taken into consideration while designing global branding strategies.

Subject specific skills

Develop practical frameworks and topical concepts which will provide an awareness of analytical frameworks and their application to strategic branding issues.

Transferable skills

Demonstrate developed written and verbal communication skills.
Demonstrate effective problem solving skills.
Work within a team to analyse issues and propose solutions.