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| Version 2012-2013 |
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| MARK0785-1 | Branding and Reputation Management
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| Duration : | 30h Th |
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| Number of credits : |
| Master in Management Sciences, in-depth approach, 1st year | | 5 |
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| Master degree in Management, didactic approach, 1st year | | 5 |
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| Master degree in Management, professional focus in Banking and Asset Management, 1st year | | 5 |
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| Master degree in Management, professional focus in Entrepreneurship, 1st year | | 5 |
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| Master degree in Management, professional focus in Financial Analysis and Audit, 1st year | | 5 |
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| Master in Management Sciences, professional Focus, 1st year | | 5 |
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| Master degree in Management, professional focus in Human Management and Organization, 1st year | | 5 |
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| Master degree in Management, professional focus in Management, 1st year | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en marketing and strategic intelligence, 1st year | | 5 |
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| Master degree in Management, professional focus in Social Entreprise Management, 1st year | | 5 |
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| Master degree in Management, professional focus in Strategic Intelligence and Marketing, 1st year | | 5 |
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| Lecturer : | Zelal Ates |
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Language(s) of instruction :
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| English language |
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Organisation and examination :
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| Teaching in the second semester |
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Course contents :
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| We live in a "branded world" in which daily life is filled with brands. Therefore, brands appear rather routine and banal. However, their nature is far more complex than it seems at first sight. The main objective of Branding and Reputation Management is to provide the student with a comprehensive and up-to-date treatment of the subjects of brands, brand equity, and strategic brand management. Specifically, the course provides insights into how profitable branding strategies can be created by building, measuring, and managing brand equity. |
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Learning outcomes of the course :
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| By the end of this course students should be able
- To define "brand" and to explain what brand equity is;
- To summarize why brands are important;
- To describe the main branding challenges and opportunities;
- To formulate the main ways to build brand equity;
- To use different approaches to measure brand equity and to explain how to implement a brand equity measurement system;
- To identify the steps in the strategic brand management process;
- To analyze branding strategies;
- To clarify the link between corporate social responsibility and brand evaluations;
- To adjust branding strategies over time and geographic boundaries to maximize brand equity.
This course contributes to the following Intended Learning Outcomes :
ILO-2 : Gaining the knowledge and understanding of one of the proposed fields of concentration or to gain deep knowledge in the field of the management being already specialized thru a first University Master Degree .
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem,
ILO-6 : Ability to speak 2 foreign languages: C1 in English and B2 in one other language.
ILO-7 : Being capable of professional team work
ILO-9 : Developing a critical sense (arguing)
ILO-12 : Professional capacity for oral communication
ILO-13 : Professional capacity for written communication |
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Prerequisites and co-requisites/ Recommended optional programme components :
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| Basic Marketing course |
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Planned learning activities and teaching methods :
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| Branding and Reputation Management consists of lectures, guest lecture(s) from industry, article
discussions and case presentations. |
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Mode of delivery (face-to-face ; distance-learning) :
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| face-to-face |
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Recommended or required readings :
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| Required
Keller, K. (2013), Strategic Brand Management: Global Edition, 4th Edition.
Optional
Aaker, J. L., Fournier, S., & Brasel, A. S. (2004), When Good Brands Do Bad, Journal of Consumer Research, 31 (June), 1-16.
Ahluvia, R. (2008), How far can a brand stretch? Understanding the role of self-construal, Journal of Marketing Research, XLV (June), 337-350.
Batra, R., Ahuvia, A., & Bagozzi, R. P. (2012), Brand love, Journal of Marketing, 76 (March), 1-16.
Beverland, M. B. (2005), Crafting Brand Authenticity: The Case of Luxury Wines, Journal of Management Studies, 42 (5), 1003-1029.
Brown, S., & Patterson, A. (2010), Selling stories: Harry Potter and the marketing plot, Psychology & Marketing, 27 (6), 541-556.
Cayla, J., & Eckhardt, G. M. (2008), Asian Brands and the Shaping of a Transnational Imagined Community, Journal of Consumer Research, 35 (August), 216-230.
Chang Coupland, J. (2005), Invisible Brands: An Ethnography of Household and the Brands in Their Kitchen Pantries, Journal of Consumer Research, 32 (June), 106-118.
Chernev, A., Hamilton, R., & Gal, D. (2011), Competing for consumer identity: Limits to the self-expression and the perils of lifestyle branding, Journal of Marketing, 75 (May), 66-82.
Cleeren, K., van Heerde, H. J., & Dekimpe, M. G. (2012), Rising from the Ashes: How Brands and Categories Can Overcome Product-Harm Crises, Journal of Marketing, 77 (2), 58-77.
Dion, D., & Arnould, E. (2011), Retail Luxury Strategy: Assembling Charisma through Art and Magic, Journal of Retailing, 87 (4), 502-520.
Dong, L., & Tian, K. (2009), The use of Western brands in asserting Chinese national identity, Journal of Consumer Research, 36 (3), 504-523.
Holt, D. B., Quelch, J. A., & Taylor, E. L. (2004), How Global Brands Compete, Harvard Business Review, September, 68-75.
Izberk-Bilgin, E. (2012), Infidel brands: Unveiling alternative meanings of global brands at the nexus of globalization, consumer culture and islamism, Journal of Consumer Research, 39 (December), 663-687.
Kates, S. M. (2004), The Dynamics of Brand Legitimacy: An Interpretive Study in the Gay Man's Community, Journal of Consumer Research, 31 (September), 455-464.
Klein, J. & Dawar, N. (2004). Corporate social responsibility and consumers' attributions and brand evaluations in a product-harm crisis. International Journal of Research in Marketing, 21 (3), 203 - 217.
Monga, A. B., & John, D. R. (2010), What Makes Brands Elastic? The Influence of Brand Concept and Styles of Thinking on Brand Extension Evaluation, Journal of Marketing, 74 (3), 80-92.
Pracejus, J. W. & Olsen, G. D. (2004). The role of brand/cause fit in the effectiveness of cause-related marketing campaigns. Journal of Business Research, 57 (6), 635 - 640.
Schau, H. J., Muñiz Jr., A. M., & Arnould, E. J. (2009), How Brand Community Practices Create Value, Journal of Marketing, 73 (September), 30-51.
Thompson, C. J., & Arsel, Z. (2004), The Starbucks Brandscape and Consumers' (Anticorporate) Experience of Glocalization, Journal of Consumer Research, 31 (December), 631-642.
Yorkston, E. A., Nunes, J. C., & Matta, S. (2010), The Malleable Brand: The Role of Implicit Theories in Evaluating Brand Extensions, Journal of Marketing, 74 (1), 80-93.
Zwick, D., Bonsu, S. K., & Darmody, A. (2008), Putting Consumers to Work. 'Co-creation" and new marketing govern-mentality, Journal of Consumer Culture, 8 (2), 163-196. |
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Assessment methods and criteria :
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| Exam (individual): 50% All students must complete a test on the content of the lectures.
Article analysis & watch (group): 20% Analysis and presentation of a branding-related article from the managerial press (Wall Street Journal, Business Week, New York Times etc.) that addresses the branding issue discussed in the previous class.
Case study analysis & presentation (group): 30% Analysis and presentation of case studies.
Class Participation (individual): +/- 2 Points (Bonus/Malus) Class participation is evaluated not only on the basis of volume or extent of participation, but also on the basis of quality. To participate effectively it is essential to read the assigned materials prior to class. |
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Work placement(s) :
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Organizational remarks :
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| Students are expected to attend class, have read the assignment for the session and participate in the discussions, especially case study discussion.
Missed deadlines may not be made up except for verified illness or family emergency.
Important: No make-up exams will be allowed. Please plan your schedule accordingly.
Final note: This schedule is designed to be a guide to the class and may change during the semester. |
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Contacts :
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| For lecture content, please contact Dr Zelal Ates (Zelal.Ates@ulg.ac.be; 04 366 46 95); for administrative questions (deadlines, sick leave, submission of assignments etc.), please contact Simon Hazée (Simon.Hazee@ulg.ac.be; 04 232 72 25).
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