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To enrich your learning experience, take some time to read through these case studies, and reflect on the questions to get yourself into a Brand Management Mindset.

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1.  If you were Rose Marie-Bravo
what would give you
confidence that Burberry can
be revived? What would worry
you?

2.  As Bravo surveys her success
in 2004 – look back at her
tenure and triumphant
transformation of the brand.
What were the main success
factors that contributed to
this achievement?

3. Try and use the concepts and
lessons from the course to
instruct your answers to both
these questions.

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1.  Which of the tactical plans
would you advise him to sign
up for?

2. Which should he reject?

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1. How will Pringles be
distributed? Do you want to
opt for the traditional mass
channels like supermarkets
where P&G has all its existing
strength and relationships or
can you suggest an alternative
distribution strategy?

2. Decide on a price, in Lire, for
the large and small sizes of
Pringles. Is 3,190L and 2,500L
too high. What price do you
want to charge?

3. What is the third product
flavour that Pringles should
launch alongside Regular and
Sour Cream and Onion?
Should it be Paprika or BBQ?

4. Will a traditional P&G
communications campaign
suffice for Pringles or do you
want to run something
different or additional to the
"Once You Pop You Can’t Stop"
campaign?

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1.  What are the strengths and
weaknesses of this approach
for CPG at present?

2. Take the role of the head of
brand consulting at Galileo and
consider the different brand
architecture options that
Computer Power Group should
consider for the future?

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As you read through the document, consider the four key decisions for Carando listed on the final pages of the case study.

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Damien Eales has a number of different tactical options to grow the circulation revenues of The Australian newspaper in 2019.

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Look at the Burberry brand in 1997 when the new CEO takes over.

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We will look at the relationship between strategy and tactics and examine the various different methods in which brand strategy translates into the correct execution. We will also examine the challenging topic of “disruptive consistency”, the importance of an integrated approach to communication and the continued centrality of briefing as core skills for brand managers engaged in the execution of their strategy.

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On Day 4 we look at how we build a customised path to purchase and then use that path to identify and articulate SMART objectives for our brand.

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On Day 3 of the course we will explore how you make the right decision when it comes to positioning and then how you articulate that position in a way they will ensure subsequent tactical success.

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Using Figure 1 from the reading “The Brand Relationship Spectrum” identify the current brand architecture being applied by Computer Power Group at the start of the case.

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On Day 2 we will enter the world of brand strategy and for the first time we must start to make decisions about the brands under our control.

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1.  What key strategic decisions
were made first by the three
founders of Snapple and later
Carl Gilman to make Snapple
so successful?

2. What key strategic decisions
were than made by Quaker to
ruin this wonderful brand in
such a short space of time?

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The Snapple case takes us through three chapters in the history of the Snapple brand

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The first step in brand management is a step back. Before any strategic decisions are taken its essential that a brand manager analyses, understands and the diagnoses the state of the brand that he or she is now charged with managing.