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2024/2025  KAN-CCMVV2445U  Brand Strategy & Business Processes

English Title
Brand Strategy & Business Processes

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 150
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Richard Gyrd-Jones - Department of Marketing (Marketing)
Main academic disciplines
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 13-02-2024

Relevant links

Learning objectives
This course develops students’ ability to define and develop the strategic relevance of brands and branding in relation to key organizational processes in order to drive company growth and profitability. At the end of the course, students should be able to:
  • Identify and define key internal and external assets and capabilities that underpin the brand and discuss how they contribute to the development of the brand
  • Identify and describe strategic issues for a chosen organization that the brand can help address
  • Critically discuss the role the brand plays in relation to key business processes using relevant models and concepts
  • Identify key management constraints to implementing a consistent branding perspective across the organisation and suggest strategies for ameliorating them
  • Identify key stakeholders inside and outside the organization and their contribution to the achievement of strategic brand objectives
  • Discuss how to manage relationships with key stakeholders inside and outside the organization to ensure their positive engagement
Brand Strategy & Business Processes:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Case based assignment
Release of assignment The Assignment is released in Digital Exam (DE) at exam start
Duration 72 hours to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Students may choose the same case as in the ordinary exam but are free to choose a different case.
Description of the exam procedure

The exam assignment is built up around 4 questions which are weighted differently (weightings are clearly marked on the exam paper) based on a case of the student's choice. Cases may be taken from the course and include cases that the student has worked with during the course in groupwork.

Course content, structure and pedagogical approach

"Brand Strategy and Business Processes," delves into the strategic dimensions of branding from a business process perspective. Brands, when harnessed effectively, have the power to drive organizational and market transformations by providing a shared purpose and meaning across diverse stakeholders. This course emphasizes the need for brand leadership at the strategic level, wherein brand managers must possess a profound understanding of innovation and change processes, as well as brand leadership skills.


Students will explore the intricate relationship between innovation, change processes, and the role of branding in steering these transformations to enhance business development. Key foundational concepts, such as innovation and change processes, defining the brand platform, corporate brand identity, and managing relationships with strategic stakeholders, will be explored. Real-world case studies will then be analyzed, fostering the development of analytical, critical, and creative skills essential for driving business growth through branding.

Description of the teaching methods
The course is organised into learning activities that are based on a flipped-classroom pedagogy. In this course we emphasise student / student and student /lecturer interaction and participation though working in groups. Furthermore, the course uses blended learning to combine online material and activities, with in-class discussions and group work. Blended learning (the mix of online and offline platforms) creates a strong leaning environment for students.

The course consists of online materials, case discussions, industry expert presentations and online/offline case-based and general discussions. The class intends to be highly interactive both online and offline with a corresponding expectation that students engage in these interactions. This course is based around cases where students, working in groups, address critical strategic branding issues applying key concepts and models to work towards a set of solutions for the case companies.

Leaning is facilitated using cased-based teaching. Students will be introduced to working with cases as a pedagogical tool for own and group learning. Core concepts and their application are explored through the use of these cases. Cases will be taken from a variety of contexts so that students explore brand strategy in the context of start-ups, SME's and LO's.
Feedback during the teaching period
The course is built up in such a way that there is continual feedback to the students in the in-class activities. Students will be working in groups and making presentations in class. Here the group will receive feedback both from the lecturers but also fellow students. In case workshops students will receive feedback on their ideas and analyses directly through interactions with the lecturers and fellow students in the workshop.
A summary of key learnings from each session is produced afterwards and posted on Canvas.
Student workload
Lectures 30 hours
Preparation for the workshops 36 hours
Readings and preparation for the exam 140 hours
Further Information

Part of Minor in Excellence in Brand Strategy & Analytics

Expected literature

Aaker, D. (2007). Innovation: Brand it or lose it. California Management Review50(1), 8-24


Aaker, D., & Aaker, J. L. (2016). What are your signature stories? California Management Review58(3), 49-65.


Aoki, K., Obeng, E., Borders, A. L., & Lester, D. H. (2019). Can brand experience increase customer contribution: How to create effective sustainable touchpoints with customers?. Journal of Global Scholars of Marketing Science29(1), 51-62.


Ayuso, S., Rodriguez, M. A., & Ricart, J. E. (2006). Responsible competitiveness at the ‘‘micro’’level of the firm: Using stakeholder dialogue as a source for new ideas: A dynamic capability underlying sustainable innovation. Corporate Governance6(4), 475-490.


Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort. Journal of Product Innovation Management27(1), 33-48.


Brodie, R. J., Benson-Rea, M., & Medlin, C. J. (2017). Branding as a dynamic capability: Strategic advantage from integrating meanings with identification. Marketing Theory, 17(2), 183-199. 


Christiansen, J. K., Varnes, C. J., Hollensen, B., & Blomberg, B. C. (2009). Co-constructing the brand and the product. International Journal of Innovation Management, 13(03), 319-348.


Gyrd-Jones, R. I., & Kornum, N. (2013). Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems. Journal of business research66(9), 1484-1493


Hatch, M. J., & Schultz, M. (2009). Of bricks and brands: From corporate to enterprise branding. Organizational Dynamics38(2), 117-130


Keller, K. L. (2014). Designing and implementing brand architecture strategies. Journal of Brand Management21(9), 702-715.


Koch, C. H., & Gyrd-Jones, R. I. (2019). Corporate brand positioning in complex industrial firms: Introducing a dynamic, process approach to positioning. Industrial Marketing Management81, 40-53.


Iglesias, O., Ind, N., & Alfaro, M. (2013). The organic view of the brand: A brand value co-creation model. Journal of Brand Management, 20(8), 670-688 


Iglesias, O., & Ind, N. (2020). Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management. Journal of Brand Management, 1-11.


Muzellec, L., & Lambkin, M. C. (2009). Corporate branding and brand architecture: a conceptual framework. Marketing Theory, 9(1), 39-54.


Ramaswamy, V. (2020). Leading the experience ecosystem revolution: innovating offerings as interactive platforms. Strategy & Leadership.48(3), 3-9. 


Smith, K., & Wintrob, M. (2013). Brand storytelling: a framework for activation. Design management review24(1), 36-41.


Swaminathan, V., Sorescu, A., Steenkamp, J.-B. E. M., O’Guinn, T. C. G., & Schmitt, B. (2020). Branding in a hyperconnected world: Refocusing theories and rethinking boundaries. Journal of Marketing, 84(2), 1-23.


Törmälä, M., & Gyrd-Jones, R. I. (2017). Development of new B2B venture corporate brand identity: A narrative performance approach. Industrial Marketing Management65, 76-85.  


Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management20(9), 742-761.


Urde, M., Greyser, S. A., & Balmer, J. M. (2007). Corporate brands with a heritage. Journal of Brand Management15(1), 4-19.


Vredenburg, J., Kapitan, S., Spry, A., & Kemper, J. A. (2020). Brands taking a stand: Authentic brand activism or woke washing? Journal of public policy & marketing39(4), 444-460. 

Last updated on 13-02-2024