Strategic Brand Management
MKTG 532, Section 201
Fall, 2006 Professor Ralph Oliva
Case Overview/Selection/Assignments
BrandScape Dates and Assignments
Because of the tight seven-week scheduling of this course, we need to arrange for teams and team assignments for both the BrandScape and Case Assignments right away.
To facilitate this process, the assignments and dates are outlined here.
Please, as soon as is possible, sign up for the BrandScape date as well as the case of your choice. Please indicate your team, and your preferences with a #1 - #5.
I’ll try to accommodate your preferences as much as I possibly can. (On the other hand, I will need your indulgence, because it usually is not possible to give everyone their first choice.)
Team Name: _______________________________________________
Team Members:____________________________________________________
_____________________________________________________________
BrandScape Dates/Assignments.
BrandScape 1, Monday, November 13, 2006 Preference # _______(1-5)
BrandScape 2, Friday, November 17, 2006 Preference # _______
BrandScape 3, Wednesday, November 29, 2006 Preference # _______
BrandScape 4, Monday, December 4, 2006 Preference # _______
BrandScape 5, Monday, December 11, 2006 Preference # _______
BrandScape 6 & 7, Dec. 18, 2006 Preference # _______
(If needed due to size of class…)
Cases – Descriptions/Dates/Assignments:
Case 1: Wednesday, November 8, 2006 Preference # _____(1-5)
“Building Brand Community on the Harley Davidson Posse Ride”,
Harvard Business School, Case No. 9 – 501-015
A neat first case on how a powerhouse brand uses “community” and event marketing to build relationship with customers.
Key questions to consider:
1) Your recommendation to the Harley Davidson Management Team: Should Harley Davidson continue to sponsor the Posse Ride? Why or why not? What role should the Posse Ride play in the HOG events mix?
2) How should the Posse Ride be designed to maximize its effectiveness and profit making potential, should you decide to keep it?
3) What is HOG’s role in developing community for the Harley Davidson brand?
4) What is your opinion of Harley Davidson strategy and performance in “getting close to its customers?”
Case 2: Wednesday, November 16, 2006 Preference # _____
“A Case for Brand Loyalty”,
Harvard Business School, Case No. 9-598-023
An interesting discussion on the human side of brand loyalty, revealing the fact that definitions of brand loyalty can vary. This case explores the sorts of relationships different sorts of people (and different segments) have with their brand of coffee. It explores the often deeply personal side of Customer-Based Brand Equity. Interesting insights, and a chance to look at a qualitative, “ethnographic” study.
Note: This case is somewhat different in that it doesn’t invite one simple recommendation to the management team, but reflects on the nature of brand loyalty itself. All informants in the study you’ll be reading were recruited using the same criteria implying that all are “equally brand loyal”.
Reflect on the following questions:
1) Is Tom brand loyal? Is Frank? Why or why not?
2) Are Charles and Anne loyal to their brands?
3) How is Wendy’s loyalty different from Sarah’s, or Pamela’s, if at all?
4) If you were a brand manager in the coffee category, which of the seven informants would you want as a customer? Why this person?
5) After reviewing this case and considering these situations, how would you define brand loyalty?
6) What insights into the concept of brand loyalty do you obtain from studying these informants reactions, as well as the other brands in each informants usage portfolios?
Case 3: Monday, November 27, 2006 Preference # _____
“Land Rover North America, Incorporated”
Harvard Business School, Case No. 9-596-036
A case which explores positioning a new offering under a parent brand. Allows you to take a look at some of the real data they went through on customer segmentation and product differentiation analysis. The team will study how the corporate umbrella brand relates to the sub-brands in its product line, with some reflection on how positioning differs in the segments across the global marketplace. Considered one of the best by renowned HBS Professor Susan Fournier.
Key questions to consider:
1) Why is Land Rover North America launching the Discovery?
2) Why do people buy SUV’s?
3) Who is the target customer/segment?, how is this changing?
4) What are the differences among SUV’s?
5) Your recommendation for a growth strategy for Land Rover North America moving forward?
Case 4: Wednesday, December 6, 2006 Preference # _____
“H-E-B Own Brands”
Harvard Business School, Case No. 9-502-053
Delves into the wild and wooly world of supermarket retailing. The role of private label brands and how they work with national brands is explored in a leading supermarket chain in Texas.
Key questions:
1) What is your recommendation on Glacia?
2) How should “Own Brands” respond to competitive price promotions? When should they follow? What about national promotions?
3) What is the role of H-E-B and Hill Country Fare (HCF) as Own Brand labels? How should these be positioned with respect to other brands in the category?
4) What is the role of Own Brands in H-E-B overall corporate strategy? Why is it important? Should it be scaled up? Or scaled down? If so, in what products are in what product categories?
Case 5: Wednesday, December 13, 2006 Preference # __________
“Red Bull: The Anti-Brand Brand”
London Business School, Case No. CS -04-006
Explores an interesting category – energy drinks. Although Red Bull created this category just a couple of years ago, this is a rapidly maturing category in some markets, with an onslaught of competitive brands. How does Red Bull navigate this situation? What happens when what was once “on the fringe” starts moving into the mainstream?
Questions to consider:
1) What is the Red Bull “BrandScape”? How is it created? Could it have been built with a traditional marketing campaign and broad distribution?
2) How can Red Bull grow in the future, given the challenges of a maturing category? Does it have the capabilities to compete with the mainstream brands, considering its marketing resources? In which segments are the greatest growth opportunities?
3) What can mainstream brands learn from Red Bull? Can “Buzz” be leveraged by any company?
***** Exam week: December 18, 2006
Case 6 (If needed) Preference # ______
“Heineken N.V.: Global Branding and Advertising”.
Harvard Business School, Case No. 9-596-015
Note: This case studies the nature of global brands, and doesn’t ask for an overall decision as such – but consider the following the questions:
1) What are Heineken’s strengths and weaknesses? Is Heineken a true global brand?
2) Evaluate the research that’s been done and presented. What has been learned?
3) How can the Heineken brand be developed through market communications?
4) What should the role of Heineken’s headquarters be in shaping the marketing of the brand worldwide? How much should be done centrally? How much should be done locally?
Case 7 (If needed) Preference # ______
“Agilent Technologies”
Richard Ivey School of Business, Case No. 904A04
A business-to-business case studying the brand which immerged as the testing measuring, semi-conductor products, health care solutions, and chemical analysis of businesses of Hewlett Packard (HP) spun off. The organization is trying to reinvent itself – and grow a new brand – in the face of a powerful legacy from its parent.
Key questions:
1) Why did the test and measurement division spin off from HP to become Agilent Technologies in 1999? How would you characterize Agilent and EPSG position and growth strategy in 2003?
2) What legacy did Hewlett Packard have for Agilent Technologies – both positive and negative?
3) Why are customer perceived attributes “trust” and “value” important measures for Agilent Technologies? In what ways does the evolving nature of technology, the continuing economic downturn, budget constraints, and customer loyalty to the former “HP” brand have implications for Agilent retention of customer loyalty?
4) How successful are Agilent Technologies in EPSG Division in retaining their perceived leadership position and satisfaction among customers? How is this measured? And what steps did Agilent Technologies and EPSG Division take to ensure the website was fulfilling customer expectations? What role did advertising play in the marketing mix?
5) What decisions are the EPSG Division and Agilent Technologies global management faced with, and what recommendations do you have to address their marketing challenges moving forward?
This site is for educational purposes and for the advancement of Business to Business Practices. © Ralph Oliva, 2003