Part One:
Corporate branding is defined and managers explore the underlying
assets of brands. The pressure on brands to improve economic performance
is discussed and how to build brand value. Managers discuss tools
and models for building brand loyalty and retaining customers, while
differentiating their organization and its products and services from
the competition. The Foodcorp Business Simulation is introduced and
participants collectively determine what roles they will assume in
the organization.
Part Two:
Participants strategically manage Foodcorp with new corporate branding
concepts, tools and models. Meetings are held and agendas created.
Discussions lead to decisions around threats and opportunities, problems
are identified and strengths leveraged. Memos document Foodcorp's
strong consumer franchise built on loyalty to brand names and highlight
strategic brand equity decisions that need to be made by Foodcorp's
senior management team.
Part Three:
Actions taken and not taken by the team are discussed as they relate
to the mission and vision established. The process that led to these
results is explored, including efforts to influence, effective strategic
leadership, the climate and values suggested by their actions and
behaviors. |