BUILDING BRAND ADVANTAGE PROGRAM OVERVIEW

PROGRAM
CONTENT

Concepts:

What is corporate brand? How is it different from product branding?

Why is corporate branding critical to your organization's economic and competitive success?
How does a brand create and deliver value for customers?
How are great brands built?

Practice:

Developing an effective brand strategy—differentiated positioning that focuses the organization and distinguishes it from competitors.

Aligning the organization—translating brand strategy into specific action steps required for building brand value and gaining competitive advantage.
Sustaining brand momentum—establishing a framework for building, measuring and maintaining brand leadership.
   
   

PROGRAM
DESCRIPTION

Building brand value requires companies to develop brand competence and commitment throughout the entire organization. In the Building Brand Advantage program, structured exercises, group discussion and feedback, video case analysis, and simulation help managers understand brand value and develop the skills to ensure bottom line contribution. These skills will be better understood and sharpened by participation in the Foodcorp Business Simulation.

The Foodcorp Business Simulation

Click to explore the leadership experienceFoodcorp recreates the typical issues facing the senior management team of a leading worldwide food manufacturing and marketing company. Participants fill the roles of thirteen senior managers in a $2.7 billion food company operating in 60 countries and employing 25,000 employees. The Foodcorp simulation focuses on the transfer of new skills and attributes to "back home" organizational realities. A combination of teaching, demonstration, practice and feedback bridge the gap between theory and practice.

 

   

PROGRAM
FORMAT

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.


Strategies for Planned Change
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