BG Lecture 1 Slides

7/31/2019 BG Lecture 1 Slides

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MC58BrandGovernance

Thenewageofmarke7ng

management


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Agenda

Presen7ngourselves Teaching,learning,curriculum&expecta7ons ExamUnwrappingMC58

Q&A Groupforma7on&firstassignment


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Teachers

NickyNedergaardIndustrialPhDFellow

CopenhagenBusinessSchool/

DanishDesignCentre

BoSannungDirector,NordicCenterofExcellence,

IntegratedMarke7ngManagement

SASIns7tute

JonasMunkBusinessAdvisor,NordicCenterofExcellence,


CopenhagenBusinessSchool/

SASIns7tute


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NickyNedergaard M.Sc.MCM(CBS) B.Sc.BusinessAdministra7on(RUC)

IndustrialPhDFellowDepartmentofMarke7ng,

CopenhagenBusinessSchool

EmployedbytheDanishDesignCentre WhyDesigninBusiness? HowDesigninBusiness?(StrategicDesign)


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Ourac7vi7es

Knowlegde Excibi7onsCases

Workshops/Educa7onMee7ngswithDanishbusinessPresenta7ons


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TheDesignStaircase


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Designinthe21century

Strategic design

Interior design

Industrial designVisual identity

Interaction design Service design


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Definingdesign...

Design as a process

Kilde: www.ddc.dk/DIN

A design


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JonasMunk M.Sc.MCM(CBS) B.Sc.BusinessAdministra7on,SPRK(CBS)

BusinessAdvisorNordicCoEIntegratedMarke7ngManagementSASIns7tute

EmployedbyCopenhagenBusinessSchool IntegratedMarke7ngManagement CustomerExperience SocialMedia/Mobility


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SASIns7tute

THEPOWERTOKNOW

11,000employeesglobally.600intheNordics,300inDenmark

23%ofrevenuereinvestedinR&D Growthsince196 Industries:Finance,Public,Manufacturing,CommercialandEnergy/U7li7es

Global/localpresence

MARKETLEADER

#1businessanaly7cs 45,000customers(00inDK) 92ofthetop100companiesonthe2009FORTUNEGlobal500list

500+customerswithaSAPITstrategy

Representedin

130countries

globalHQin

NorthCarolina

Nordicregion

Denmark

representedin

Copenhagen&

Skanderborg


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SASIns7tutemanufacturingindustry

MANUFACTURINGSOLUTIONSDemand&Supply

Aermarketservices

Qualitylifecycle

OTHERANALYTICALSOLUTIONS

CustomerIntelligencePerformance&FinanceManagement

Informa7onManagement

Someoftheworldsleading

manufacturingcompaniesuse

SASsolu7ons

topredictopportuni7es,

empowerac7onsanddrive

businessvalue


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3,000marketing executives.

After working with over


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CampaignERP SocialCRM EDW Online

Data Integration

01000100010001110101110011000110101001110010011011001010001001000101010001000000100011101011100110001101010011100100110110010100110001000101010001000100010010010000100010101000100010001110101110011000110101001110010011011001000000100010101000100010001110101110011000110101001110010011011001010001001000101010001000000100011101011100110001101010011100100110110010100110001000101010001000100010010World Class Analytics

RiskCustomerService

CorporateAffairs

Merchandising

Finance

Operations

OnlineMobile

InPerson

CallCenter

Direct Mail

Social

SASIntegratedMarke7ngManagement

MarketingStrategy

Optimization

MarketingCampaigns

MarketingProcesses

Marketing


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CampaignERP SocialCRM EDW Online

Data Integration

01000100010001110101110011000110101001110010011011001010001001000101010001000000100011101011100110001101010011100100110110010100110001000101010001000100010010010000100010101000100010001110101110011000110101001110010011011001000000100010101000100010001110101110011000110101001110010011011001010001001000101010001000000100011101011100110001101010011100100110110010100110001000101010001000100010010World Class Analytics

RiskCustomerService

CorporateAffairs

Merchandising

Finance

Operations

OnlineMobile

InPerson

CallCenter

Direct Mail

Social

SASIntegratedMarke7ngManagement

MarketingStrategy

Optimization

MarketingCampaigns

MarketingProcesses

Marketing

Campaign

Management

Real-Time

Decisioning

MarketingResource

Management

MarketingPerformanceManagement

Optimization

Marketing Mix

Analysis

Online Customer

BehaviourSocial Media

Customer Profitability

& Forecasting

Sentiment & Unstructured

Data Analysis

Data Mining &

Customer Analytics


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Fact-baseddecision-making

EnablesSmarterDecisions Throughsuperiorcustomeranaly7cs

SolvesMoreMarke7ngChallenges Themostcomprehensiveenterprisemarke7ngsolu7on IntegratedMarke7ngPlaorm

ProvidesaGrowthPathtoEvolve Addressingneedsforallstagesofyourmarke7ngorganiza7onsdevelopment

Ensuressuccess Strongandstablecompany Strongandloyalglobalcustomerbase Strongmarketvalida7on


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Teaching

Lecturesdealingwiththekeyaspectsofthecurriculum Classdiscussions Case-basedlearning(youchoosethecasesinyourgroups) Insightsfromprofessionals


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Howdowelearn

Cognivedomain:

Knowledge Comprehension Applica7on Analysis Evalua7on Synthesis


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Remembering:canthestudentrecallorrememberthe

informa7on?-define,duplicate,list,memorize,recall,repeat,

reproducestate

Understanding:canthestudentexplainideasorconcepts?-

classify,describe,discuss,explain,iden7fy,locate,recognize,report,select,translate,paraphrase

Applying:canthestudentusetheinforma7oninanewway?-

choose,demonstrate,drama7ze,employ,illustrate,interpret,

operate,schedule,sketch,solve,use,write.

Insummary...


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Categoriesinthecogni7vedomainofBloom's

Taxonomy(Anderson&Krathwohl,2001)

Readbefore

andaerclass

Listenand

engagein

classlectures+groupwork

Par7cipate

ac7velyingroupassignmentsand

workshops

Exam:

Analyseyourcase,

Evaluateyourchoices

andCreate

(synthesise)your

answersinrela7onto

thecase


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Ac7vePar7cipa7on

Inclassandinbetweenclasses: Lectures(Guestlecturers) Classroomdiscussions Grouppresenta7ons Groupdiscussions Workshops


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Ac7vePar7cipa7on

Inbetween: Readings(curriculum) Workques7ons Observa7ons:

Academic:JournalofBrandManagement,JournalofMarke7ng,JournalofMarke7ngManagement,

Marke7ngWeek,brandchannel,adver7singage,businessweek,emarketer,searchengineland,sas,


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Previousstudentfeedback

Speaklouderplease! Donotpointoutrandomstudentsinclassdiscussions! Demandingexam... Engagedandimpassionedteachers! Acoursewithagreatpoten=al!


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Exam

MiniProject 15pages(MAX) Casefromclass(throughoutthecourseyougetthechancetostartconstruc7ngthebasisforyourexampaper)

Examina7on:12-scale Examiners(TBD)


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Curriculum

Literature: Ar7cles,journals,booksec7onsCBSLearn

Descrip7on: Complexandunderdevelopment

Feelfreetoaskques7onsandtocontribute!


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Examasprepara7onforyourMasterThesis

Weencourageyoutoexploretheliteraturearoundthecoretopicsofthecourse!

UsetheCBSlibrarytosearchforar7cles: letshaveaquickgoatit...Referenceexample:Vargo,S.L.andLusch,R.F.(2004)Evolvingtoanewdominantlogicformarke=ng,

JournalofMarke=ng,Vol.68,No.1,pp.117.


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Valueofbrands!

(...)astrongbrandcreatessuperiorvalueandcompe77veadvantage

thatissustainableand,ifwellmanagedandnurtured,canbealong-

termsourceoffuturevalue.Althoughotherkeyresourcesmayhave

finitelivesmaterialassetsandresearchanddevelopmentwillbe

amor7sed,keypeoplemayleaveandproprietarytechnologiesbecome

commodi7esasuccessfulbrandisalong-termstrategicasset.

Formanycompanies,brandsaretheenginesthatdriverevenueandare

oDenitsmostvaluableassets.

Hill,2010

Helm&Jones(Ed.),2010


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Whytheneedforbrandgovernance?

(...)what isnew isagrowing realisa7on that thisequityheld inbrands,

which forms an ever-increasing propor7on of many companies balance

sheets,stockmarketworthand isaprimesourceoftomorrowscashflow,

increasinglyneedstobesafeguardedandsecuredagainstrisk.

Helm&Jones(Ed.),2010


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Whythefocusonbrandgovernance?

1. Moreuncertainandfiercelycompeveindustryenvironments2. Evermoreempoweredconsumers3. Lineandbrandextensionproliferaon4.

Agrowingnumberofdistribuonandcommunicaontouch-points

5. Increaseduseofstrategicpartnershipsindeliveringbrandstoconsumers

6. TherisksofusingsocialmediaHelm&Jones(Ed.),2010


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WhatisBrandGovernanceallabout?

CorporateGovernance

Toprotectsociety,andinvestorspar=cularly,goodgovernance

requirescompanydirectorstoact

withfairness,accountability,

responsibilityandtransparencyintheirdelibera=onsanddecision-

making.

Hill,2010


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Howdoweprac7ceBrandGovernance?

Branddecision-makingneedstobefreefrompoten7alconflictsofinterestorbias.

Branddecisionmakersshouldhave access to informaon systems thatenableeffecveandintelligentbranddecision-making.Importantly,thesesystemsshouldbedesignedtoensurethatholiscinformaonisprovidedtobranddecisionmakers.

Coke'snowclassic'NewCoke'mistakewaslargelyaresultofrelyingonone-dimensional quan7ta7ve data rather than having holis7cunderstandingoftheemoonalrelaonshipandtherolethatCokeplayedinits consumers'lives. Thiscanbeavoidedbyensuringthat informa7onsystems are holis7c in their design and include both quantave andqualitavedata.

Hill,2010


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Overview-Themes

Lecture1:Introduc7onTheconceptofBrandGovernance Part1:StrategicissuesinBrandGovernance

Lecture2:Thestrategicfounda7onforbrandgovernance Lecture3:Thestrategicbrandasset Lecture4:Adap7ngtoaDynamicMarket Lecture5:UnderstandingtheService-OrientedEconomy

Part2:ImplemenngBrandGovernanceOperaonalEffecveness&Efficiency Lecture6:BridgingStrategyandOpera7ons:theNewMarke7ngProcess Lecture:Connec7ngtocustomersintheeraofBigData:BusinessAnaly7cs&Fact-BasedDecision-

Making

Lecture8:Customerinsightananaly7calprocess Lecture9:IMPACTMeasuringtheEffectofMarke7ngInvestments

Lecture10:CourseRound-upandexamQ&A


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Part1:StrategicissuesinBrandGovernance

Thevalueofbrandsandwhyweneedtoprotect

andbuildequityisquite

clear...

Achievingandsustainingcompe77veadvantages

arekeytobuildbrand

equity!


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SustainedCompe77veAdvantage

(...)firmsobtainsustainedcompe77veadvantagesby

implemen7ngstrategiesthatexploittheirinternalstrengths,through

respondingtoenvironmentalopportuni7es,whileneutralizingtheir

externalthreatsandavoidinginternalweaknesses. Barney,1991p.99


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ManagingforCompe77veAdvantages


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Whatisstrategy?

Compeveadvantage:Thedifferencebetweencompaniesarisefromtheac7vi7estheychoosetoperform.

Strategicposioning:performingdifferentac7vi7esfromrivalsorsimilar

ac7vi7esindifferentways

OperaonalEffecveness:allowsacompanytobeZeru7lizeitsinputs;

reducedefectsinproduc7onorimproveNPDperformance(7me,quality

etc.)


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Market

Orienta7on


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Brand

Orienta7on


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BrandManagementApproaches

Inrela7ontoBrandGovernance,whichapproacharewe

(mainly)adop7ng?

Transaconalapproach Brandsarepartoftheproduct,theyplayaniden7fica7onrole

Identyapproach Brandasamul7-dimensionalconstructmanagedasasystemoftangibleandintangibleelements


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BrandManagementApproachescontd

Inrela7ontoBrandGovernance,whichapproacharewe

(mainly)adop7ng?

Imageapproach brandsasacogni7veconstructinthemindsofconsumers

Relaonalapproach brandmanagementasalong-term,dialogue-based,andinterac7verela7onshipbetweenbrandsandcostumers


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Brand

Plaorm


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Brand

Plaorm

Vision

Mission

Values

Culture

CoreCus7omers

Posi7oning

Iden7ty

CorePromise


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Growth

Plaorms


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Innova7on

Strategies


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StayingInnova7ve

andAgile


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Thebuildingblocksofthecourse

SCA

RBV

Brand

Processes

Innova7on

ValueCrea7on

Meaningful

BrandDelivery


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30/03/12 Copright2010 47

Break


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Increasedpressurefromconsumers


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Part2:Implemen7ngBrandGovernance

Opera7onalEffec7veness&Efficiency

Dynamicsofthemarket

areincreasing

Customersperceive

themselvesasco-

producers

Transparencyis

increasing

Growingcomplexityof

customerinterac7on&

understanding


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C-suitepains

Sustainingcompe77veadvantages Maintainingloyalcustomers-rebuildingtrust A|rac7ngnewcustomers Increasingcustomerpowerthreateningtotradi7onalmanagementstructures Retainingcustomersisbecomingmoreandmoredifficult

Source:GartnerGroup2010


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IncreasedpressurefromtheC-suite

Source:Brsen,6thofFebruary2008


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Customer

experience


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Socialmedia&

mobility


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Brand

touchpoints


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Themarkengorganizaonwillhavetoredefineitsrolefrommanagingcustomerinteracons

tointegrangandmanagingallthecompanyscustomer-facingprocesses.

PhillipKotler


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TheCustomerlifecycle

TIME

VALUE

CUSTOMER

ACQUISITION

CUSTOMER

DEVELOPMENT

CUSTOMER

RETENTION BRAND

VALUE

MARKETING

EFFICIENCY


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Big(customer)

Data


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Customer

analy7cs


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Marke7ngPerformanceManagement

CUSTOMER

ACQUISITION

CUSTOMER

DEVELOPMENT

CUSTOMER

RETENTION

BRAND

VALUE

MARKETING

EFFICIENCYCOMPETITORS

HUMAN

RESOURCESOFFERINGS

RETURNONCOMMERCIALINVESTMENTS

LEADCONVERSIONRATE

AVG.ACQUISITIONCOST

LEADQUALITY

NEWCUSTOMERRATIO

PROBABILITYTOCONVERT/REACTIVATE

PROBABILITYTOPURCHASE

SHAREOFWALLET

RETENTIONRATE

ENGAGEMENTSCORE

AVG.RETENTIONCOSTS

PROBABILITYTOCHURN

NETPROMOTERSCORE

SHAREOFVOICE

BRANDSENTIMENT

INFLUENCESCORE

SEGMENTMIGRATION

NETLIFT

CHANNELSPILLOVEREFFECTS

DIMINISHINGRETURNS

OFACTIVITIES

AVG.CAMPAIGNCYCLETIME

PRICEELASTICITY

CUSTOMERCONVERSIONRATE

CONTACTFREQUENCY

CUSTOMERPROFITABILITY

ENGAGEMENTSCORE


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C-suitepains

Sustainingcompe77veadvantages Maintainingloyalcustomers-rebuildingtrust A|rac7ngnewcustomers Increasingcustomerpowerthreateningtotradi7onalmanagementstructures Retainingcustomersisbecomingmoreandmoredifficult

Source:GartnerGroup2010


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duringthepasttwoyears,improvingthecustomerexperiencethroughbe|erexpecta7onse~ng,experiencedeliveryandunderstanding/feedbackhasbecomeakey

considera7on

GartnerGroupApril2008


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Thekeydis7nc7onbetweenatradi7onalandacustomer-cul7va7ngcompanyisthatoneis

organizedtopushproductsandbrandswhereastheotherisdesignedtoservecustomers

andcustomersegments.

Rust,Moorman&Bhalla(2010)


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IncreasedpressurefromtheC-suite

Source:Brsen,6thofFebruary2008


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TheMarke7ngOrganisa7on

Themarkengorganizaonwillhavetoredefineitsrolefrommanagingcustomerinteracons

tointegrangandmanagingallthecompanyscustomer-facingprocesses.

PhillipKotler


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BrandGovernance

Transparency:Beyondtherealmofthetradi7onalMarke7ngOrganisa7on;Spanningsilos

Accountability:Marke7ngeffec7veness,efficiencyandperformance


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CustomerBrandExperience


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CustomerIntelligence


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BrandGovernance

Transparencey:Beyondtherealmofthetradi7onalMarke7ngOrganisa7on;Spanningsilos

Accountability:Marke7ngeffec7veness,efficiencyandperformance


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Marke7ngbytheDashboardLight


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BestGlobalBrands2001

Report-Interbrand


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BestGlobalBrands2001

Report-Interbrand


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BrandGovernancePart1Outputs

UnderstandinghowdifferentviewsonSustainableCompeveAdvantagewillaffectthewayfirmsdobusinessandhowtheywillemploytheirbrands

Understandhowtoviewandulizethebrandasastrategicassetbylearninghowthevariousbrandplaormcanprovideguidanceandfocus

Inotherwordsunderstandhowthebrandassetasalogicfordecision-makingcanhelpgrowourbusinessinasustainableasvitalgrowthplaorm?

Understandwhatittakesfromaresourcebasedviewtostayaheadofcompeonintodaysdynamic,hos7le,highlycompe77ve,complex,globalized...businessenvironmentandhowthebrandcanhelpfirmsinthisregardbysteeringinnovaonanddesignacviesthatdeliveronthebrandpromise

Andfinally,understandhowfirmscanadapttothechallengeofmanagingavastamountofbrandtouch-pointsinordertosecureaconsistentbrandexperience


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Part1:TheStrategicfounda7onofBrand

Governance:PlanningforCompe77veAdvantages

Lecture2: Thestrategicfoundaonforbrandgovernance

Lecture3: Thestrategicbrandasset

Lecture4: AdapngtoaDynamicMarket

Lecture5: UnderstandingtheService-OrientedEconomy


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BrandGovernancePart2Outputs

EnsuringaconsistentandcomprehensivetotalCustomerBrandExperienceandServiceDelivery

Byunderstandingthenewroleandresponsibiliesofthemarke7ngfunc7onintodayscomplexorganisa7ons

Thereby,enablingMarkengPerformanceManagementandCustomerAnalycsacrossorganiza7onalfunc7ons/silos

Andreinforcingthemarkengmind-setofyourorganiza7ontoensurethenecessaryproac7vemarketengagement


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Part2:Implemen7ngBrandGovernance

Opera7onalEffec7veness&Efficiency

Lecture6: BridgingStrategyandOpera7ons:theNewMarke7ngProcess

Lecture7: Connec7ngtocustomersintheeraofBigData:BusinessAnaly7cs&

Fact-BasedDecision-Making

Lecture8: Customerinsightananaly7calprocess

Lecture9: IMPACTMeasuringtheEffectofMarke7ngInvestments


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Q&A


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30/03/12 Copright2010 79

Break


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Aerthebreak...

Groupforma7onandyourfirstgroupdiscussionofBrandGovernance DiscussrelevantcasestoworkwithemphasizewhyBGcouldbe

relevant?(Etc)

[email protected]!

BG Lecture 1 Slides

Documents

Transcript of BG Lecture 1 Slides